HomeMy Public PortalAbout20070328 - Agenda Packet - Board of Directors (BOD) - 07-07 Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Meeting 07-07
REGULAR MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
7:30 p.m.
Wednesday, March 28, 2007
330 Distel Circle, Los Altos,California
Please Note: 7:30 p.m. Regular Meeting Start Time
AGENDA*
7:30 REGULAR MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
ROLL CALL
ORAL COMMUNICATIONS—Public
ADOPTION OF AGENDA—K.Nitz
ADOPTION OF CONSENT CALENDAR—K.Nitz
APPROVAL OF MINUTES
• FEBRUARV 14,2007
BOARD BUSINESS
7:40* 1 Adoption of the Action Plan for the Implementation of the District's Basic Policy for Fiscal Year 2007-2008
—C. Britton
7:55* 2a Approval of the 2007-2008 Budget Recommendations-Administration and Budget Committee
2b Adoption of Resolution Approving the District's Fiscal Year 2007-2008 Budget Including a 2.5 Point Salary
Adjustment for the Office,Supervisory and Management Employees and Approval of a Revised
Compensation and Classification Plan for New and Revised Staff Positions —C. Britton
8:25* 3 Proposed License and Management Agreement with Peninsula Open Space Trust for the Orchard Area of
the Stevens Canyon Ranch Property in the Unincorporated Area of Santa Clara County on Stevens Canyon
Road within Saratoga Gap Open Space Preserve;Determine that the Recommended Actions are
Categorically Exempt from the California Environmental Quality Act(CEQA)as Set out in the Report—S.
Cousins
8:45* 4 Approval of Renaming the Sagebrush Trail at Pulgas Ridge Open Space Preserve to the Dick Bishop Trail—
R.Jurgensen
5 Authorizing the General Manager to Extend Contracts with Graphic Design Concepts for Graphic Design
Services($53,500), Patsons Press for Printing Services($107,600),and Post Haste Direct Mail Services for
Mailing Services($30,500)for Fiscal Year 2007-2008 —K.Britt
6 Approval of Annual Claims List,Including Debt Service Payments for Fiscal Year 2007-2008—B.
Congdon
7 Adoption of Resolution Amending the ICMA-RC 457 Deferred Compensation Plan Allowing In-service
Distributions of Rollover Assets—A. Spiegel
Meeting 07-07 Page 2
8 Approving the New Human Resources Technician Class Specification and Corresponding Salary Range of
270-295—A. Spiegel
REVISED CLAIMS
9:00* INFORMATIONAL REPORTS—Reports on compensable meetings attended. Brief Reports or announcements
concerning activities of District Directors and Staff,opportunity to refer public or Board questions to staff
for factual information;request staff to report back to the Board on matter at a future meeting;or direct staff
to place a matter on a future agenda.
9:15* ADJOURNMENT
Times are estimated and items may appear earlier or later than listed.Agenda is subject to change of order.
rOADDRF-VS THE BOARD: The Chair will invite public comment on agenda items at the time each item is considered by the Board of Directors. You
may address the Board concerning other matters during Oral Communications. Each speaker will ordinarily be limited to three minutes. Alternately,
you may comment to the Board by a written communication,which the Board appreciates.
All items on the consent calendar may be approved without discussion by one motion. Board members,the General Manager,and members of the
public may request that an item be removed from the Consent Calendar during consideration of the Consent Calendar.
In compliance with the Americans with Disabilities Act,if you need assistance to participate in this meeting,please contact the District Clerk at(650)
691-1200. Notification 48 hours prior to the meeting will enable the District to make reasonable arrangements to ensure accessibility to this meeting.
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-48
Meeting 07-07
March 28, 2007
AGENDA ITEM 1
AGENDA ITEM
Adoption of the Action Plan For the Implementation of trict's Basic Policy for Fiscal Year
2007-2008
GENERAL MANAGER'S RECOMMEND
Adopt the 2007-2008 Action Plan for the Implementation of the Basic Policy of the
Midpeninsula Regional Open Space District.
DISCUSSION
You reviewed the proposed Preliminary Action Plan at your February 14, 2007 meeting, and
changes were discussed at that time (see Report R-07-28). All of your comments and proposed
changes were discussed with the Administration and Budget Committee and incorporated into
the attached Action Plan. There are a few minor corrections recommended by Administration
and Budget Committee. You will note Board and Committee changes are reflected by
underscored and stricken-through text on individual pages and noted with a vertical line in right-
hand margin. Staff will provide a short explanation of the changes at your meeting. Following
your approval, the Action Plan will be printed in final form.
Prepared by:
Sally Rice, Assistant General Manager
Contact person:
L. Craig Britton, General Manager
Sally Rice, Assistant General Manager
ACTION PLAN
FOR THE IMPLEMENTATION OF THE
BASIC POLICY OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
FOR THE 2007-2008 FISCAL YEAR
I. REAL PROPERTY DEPARTMENT
A. Land Purchase, Funding and Negotiation
B. Property Management
C. Land Protection
11. OPEN SPACE PLANNING DEPARTMENT
A. Planning and Geographic Information
B. Public Access Improvements and Staff Facilities
111. OPERATIONS DEPARTMENT
A. Field Operations
B. Resource Management
IV. PUBLIC AFFAIRS DEPARTMENT
A. Public Information and Outreach
B. Legislative, Funding and Organizational Relations
C. Community Programs
V. ADMINISTRATION DEPARTMENT
A. Administration
B. Human Resources
C. Legal Services
REAL PROPERTY DEPARTMENT
Programs
A. Land Purchase, Funding, and Negotiation
B. Property Management
C. Land Protection
To Implement the
BASIC POLICY OBJECTIVE:
The District seeks to purchase interest in the maximum feasible area of strategic open space land
within the District planning areas, including bay lands and foothills. The District seeks to link its
open space lands with federal, state, county, and city parklands and watershed lands.
General Department Emphasis for 2007-2008
The Department's emphasis will be to purchase lands funded under the District's Financing
Authority that are critical to fill-in and complete the open space greenbelt. Other open space
land purchases will be pursued through available grant funding, bargain sales, gifts and long-
term options. The District will continue to work diligently with Peninsula Open Space Trust
(POST) to purchase land and to further the District's overall open space land purchase goals
especially in the Coastal Protection Area of San Mateo County. The Property Management
Program will focus on maximizing rental income consistent with Open Space Management
policies, working with Operations and Planning Departments to implement grazing and
agricultural leases, and maintaining and improving District rental structures as needed. The
Land Protection Program will focus on conducting comprehensive land purchase studies,
monitoring land use planning activities where interests in land may be enhanced, and protecting
District interests in land by resolving conflicts arising from easement and encroachment issues.
The Department will continue to work on improving communications with other Departments to
enhance the District's work environment. As a result of the approval of the Water Quality,
Safety and Supply, Flood Control,Natural Resource Protection Park Improvements Bond Act of
2006 (Proposition 84), the District will apply for competitive grants to maximize available grant
funding.
Staff Resources
(Regular, full-time positions, unless otherwise indicated)
Real Property Manager
Senior Real Property Planner
Real Property Specialist(2)*
Administrative Assistant
Reclassified in 2006
Real Property/page 1
2007-2008
Land Purchase Funding and Negotiation
Objective
To provide for the purchase of all real property rights necessary to secure an open space
greenbelt in the coastal area.-foothills, and bay lands, including rounding out and improving
public access to existing preserves and connecting District preserves with other public lands.
Key Projects
1. New Land Commitments—Convert the budgeted funds in the New Land Commitments
budget category into open space lands at desirable prices, focusing on properties which
are critical to protecting the greenbelt, including rounding out and improving public
access to existing preserves, connecting to other preserves and to other public lands,
protecting the natural habitat and resources, and furthering the completion of the Bay
Area Ridge Trail and the San Francisco Bay Trail. Pursue properties rounding out Sierra
Azul Open Space Preserve that provide potential for trail connections, staging areas and
staff facilities. Balance the desirability of potential purchases with the availability of
budgeted funds, including, if possible, private financing with favorable terms.
2. Land Purchase Grant Projects—To augment land purchase funds, explore new grant
opportunities, focusing on highly competitive land purchase projects for specific grant
programs. Seek new grant funds through existing grant programs such as Land and
Water Conservation Fund, Habitat Conservation Fund (HCF), Coastal Conservancy's
regular and San Francisco Bay Area Programs, Recreational Trails Program, Wildlife
Conservation Board, and Bay Area Ridge Trail grants. Pursue grant applications with
California Coastal Conservancy to help purchase properties that complete the Purisima to
the Sea Trail Connection, Complete the Habitat Conservation Fund grant project for
property addition to Purisima Creek Redwoods. Pursue grant opportunities with the
Santa Clara Valley Water District for property additions to Sierra AzuI and El Sereno
Open Space Preserves. Implement remaining Proposition 40 Bond Act Per Capita Grant
funding for property addition to Purisima Creek Redwoods Open Space Preserve and
apply for related bleek competitive grants as they become available under Proposition
84.
3. Gifts, Bargain Sales and Joint Land Purchases—Augment land purchase funds,
explore bargain sales and/or gifts where possible. Complete joint land purchase projects
with Santa Clara County Parks in Stevens Creek Canyon and the Moody Gulch property
as an addition to Bear Creek Redwoods Open Space Preserve. Work closely with POST
to pursue purchase of open space that provides potential regional and coastal lands,
including a key addition to the Russian Ridge Open Space Preserve, Work with the City
of Saratoga and the County of Santa Clara on land purchase project along the Highway 9
scenic corridor. Continue to pursue gifts or purchase of delinquent property tax sales of
the "paper subdivision" lots in the Redwood Park subdivision to round out the Purisima
Real Property/page 2
Creek Redwoods Open Space Preserve and lots in the Hacienda Park subdivision to
round out Sierra Azul Open Space Preserve.
4. Alternative Land Purchase Methods—Obtain Board approval of appropriate options, at
market prices or less, to purchase desirable properties that might be affordable through
grant applications in future years. Explore various alternative terms of purchase
(installment purchases, defeasable fee, exchange of agricultural easements to preserve
open space lands, etc.)to offer advantages and incentives to landowners, as well as cost
savings to the District. Complete fee and easement exchange on lands adjacent to Monte
Bello, Bear Creek Redwoods, and Fremont Older Open Space Preserves. Pursue fee and
easement exchange to link the Bay Trail between Ravenswood Open Space Preserve
(SFPUQ to U.S. Fish and Wildlife Preserve to the north.
Other Projects and Activities
1. Maintain a multi-year spending plan for open space land purchases that optimizes use of
cash and borrowed funds to accomplish land purchase goals within budget constraints.
2. Work closely with Legal Program to draft purchase agreements and related real estate
documents to clear and perfect title on District open space lands.
3. Assist Planning, Operations,Administration and Public Affairs Departments, where
appropriate, with policy development review as a result of the approved Coastal
Protection Program.
4. Prepare policy recommendations for inventoried Land Conservation Contracts
(Williamson Act) on District lands.
5. Explore additional methods to protect open space lands for less than the total cost of fee
land purchases (open space easements, purchase of development rights, development
dedication, exchange or sale of development rights, cooperation with private individuals,
land trusts, groups, etc.).
6. Encourage other agencies to purchase through various means, including grants,park and
open space lands that are consistent with their goals and which eomplif"entcomplement
the District's greenbelt program.
7. Initiate and maintain contacts with landowners, real estate appraisers and brokers,
developers, architects, engineers, zoning and planning officials, and financial institutions.
8. Maintain a relocation assistance program utilizing staff and consultants as necessary.
9. Compile current information on real estate market activity, including ordering
preliminary title reports on a timely basis for research into potentially available
properties.
Real Property/page 3
10. Catalog information of special interest, such as deed restrictions, encumbrances,
financing and tax considerations. This activity includes the establishment and
continuation of a working relationship with title companies and other information
sources.
11. Review and organize District funding measure files and complete necessary
documentation required for past public refinancings.
12. Continue working with Legal Services and the Planning Department to pursue global
solutions to streamline the purchasing and planning processes, including: A
Memorandum of Agreement with Santa Clara County to identify land purchases that are
exempt from the requirements of the Subdivision Map Act, and a Memorandum of
Agreement with San Mateo County clarifying the consistency of land purchases with
County planning requirements.
13. Work with Legal Services to oversee the operation and management the Guadalupe Land
Co. in Sierra Azul Open Space Preserve, and investigate a grant of conservation
easement to appropriate land trust or government agency.
14. Purchase the final section of the Bay Trail between Palo Alto Baylands and the
Ravenswood Open Space Preserve.
15. Work with Public Affairs and other Departments on District mailing list database project.
16. Participate with the District Web Team and post all department-related items to the web
site in compliance with the Webmaster protocols.
Real Property/page 4
2007-2008
Property Management Program
Objective
To manage all of the District's revenue-producing activities in such a way as to maximize income
from property management accounts consistent with open space management policies,
incorporating compatible new programs when possible.
Key Projects
1. Property Management Accounts—Administer rental accounts, communication, and
agricultural leases, consistent with open space management policies, maintain and
enhance revenue stream through competitive and current rate structure, effective
maintenance programs, and communication with tenants.
2. Rental Structures—Carry out maintenance and improvements to rental houses to keep
buildings and grounds in a safe, sanitary, and attractive condition and to increase net
rental income. Continue annual inspection of District rental and employee residences in
conjunction with Operations Department. Administer long-term and recurring
maintenance priorities on rental properties. Assess the economic viability of maintaining
rental structures at Long Ridge, Russian Ridge and Monte Bello Open Space Preserves.
3. Historic Leases—Oversee lease compliance and renovation requirements at the historic
Picchetti Winery, Thornewood estate, and Fremont Older house. Complete lease
extension with the lessee at the historic Picchetti Winery. Complete the deck and
structural restoration of the Thornewood estate.
4. Grazing and Agricultural Leases—Work with Operations and Planning Departments to
monitor Grazing Leases at the Driscoll Ranch property addition to La Honda Creek Open
Space Preserve, at the POST(Tunitas Creek)property, and implement Grazing Lease at
Alpine Road area of Skyline Ridge Open Space Preserve in accordance with the use and
management process. Negotiate long-term Agricultural Lease for Chestnut Orchard at
the Skyline Ridge Open Space Preserve, and complete Lease aAmendment to the
Agricultural Lease for Christmas Tree Farms at Skyline Ridge and Monte Bello Open
Space Preserves.
Other Projects and Activities
1. Prepare annual rental surveys on District rental4iowwes-housing and Ranger-employee
residences. Work with Operations and Planning Departments to maintain and improve
employee residence structures.
2. Maximize communication lease income at existing PG&E tower at Pulgas Ridge Open
Space Preserve, at Black Mountain in Rancho San Antonio Open Space Preserve and at
Rolfe Repeater Site at Russian Ridge Open Space Preserve. Negotiate Lease Options
Real Property/page 5
with Sprint at Pulgas Ridge Open Space Preserve and with San Mateo County at the
Rolfe Repeater Site at Russian Ridge Open Space Preserve.
3. Work with Operations and Planning to renovate potential future employee residence at
Driscoll Ranch property addition to La Honda Creek Open Space Preserve. Work with
Operations to monitor Driscoll Ranch residences as part of 50-year grazing lease.
4. Investigate new Property Management proposals as initiated by other groups or
individuals that would be compatible with District goals and objectives.
5. Administer lease of additional office space at 330 Distel Circle. Work with Planning and
Administration Departments to begin evaluating future staff office-space needs for the
tenant-occupied portion of the Distel office building.
6. As part of the Bear Creek Redwoods Master Plan process, work with existing stable
tenant to negotiate a long-term lease arrangement.
Real Property/page 6
2007-2008
Land Protection Program
Objective
To preserve and protect District open space lands by conducting land purchasing planning
activities to identify purchasing priorities and, once purchased, to further protect District lands
from incompatible and encroaching land use activities.
Key Projects
1. Land Conservation Planning—Provide comprehensive land conservation planning and
analysis to guide the land purchase program, including reviewing and updating purchase
priorities. Conduct subregional planning studies in the areas surrounding Russian Ridge,
Mills Creek, Purisima Creek Redwoods, Monte Bello, Teague Hill, and Ravenswood
Open Space Preserves, including portions of the planned Bay Area Ridge Trail, Stevens
Creek Trail, and San Francisco Bay Trail.
2. Property Rights Protection—Preserve District real property rights, including fee
interest and easement rights. Resolve property rights disputes at the Monte Bello, Sierra
Azul, and Coal Creek Open Space Preserves. Coordinate closely with Operations and
Legal Services to defend the District's interests in property rights disputes.
3. Encroachment Resolution—Protect open space lands from encroachments. Resolve
encroachment issues through a variety of means, including abatement compliance,
obtaining restoration or mitigation of damaged or affected areas, exchanging land or
other property interests, and boundary line adjustments in order to maximize open space
protection. Negotiate resolution of encroachments at Thomewood, El Sereno, Skyline
Ridge, Long Ridge, Mills Creek and Sierra Azul Open Space Preserves. Coordinate
closely with Operations and Legal Services to defend the District's interests in property
rights disputes.
4. Conservation Easement Monitoring Program—Oversee the District's conservation
easement monitoring program, enforce easement terms and conditions, and prepare
baseline reports for new conservation easements, utilizing volunteers as appropriate.
Incorporate any newly purchased conservation easements into the monitoring program.
Work with County Recorder's and Assessor's offices to ensure all District conservation
easements are documented in the Recorder's database and described on the Assessor's
parcel maps in compliance with Section 27255 of Government Code.
Other Projects and Activities
1. Update land purchase and site dedication information. Continue to implement the Real
Property Database linking the historic and current Assessor's Parcel Numbers in Santa
Clara, San Mateo and Santa Cruz Counties with the Planning Department's GIS database.
Real Property/page 7
2. Provide site-planning information to assist in developing terms and conditions for
negotiating land purchases.
1, Prepare Board reports for property purchases, and conduct due diligence investigations as
necessary. Collaborate with Planning and Operations Departments to facilitate
incorporation of newly purchased land into the District greenbelt, including resolving
property line disputes.
4. Assist the Operations and Planning Departments in preparing grazing leases and grazing
management plans for proposed grazing operations within Skyline Ridge Open Space
Preserve, as well as for any new land purchases where grazing is a desirable land
management tool.
5. Work with Operations Department in negotiating road agreements with adjoining
property owners to ensure District's real property rights are protected and to minimize the
District's maintenance responsibilities as appropriate.
6. Assist Planning Department in monitoring proposed land development or land use
changes that could negatively impact public or private open space lands in and around the
District preserves. Participate in the local development review process to encourage
dedications, exchanges, or purchases of land or easements for open space purposes where
there is a relationship to the District's land protection interests.
7. Develop encroachment procedural guide to assist staff in resolving encroachment issues
on District land.
8. Work with Planning and Legal Departments to update Use and Management Planning
Process.
9. Continue to promote positive employee relations and effective workplace communication
within the department and throughout the District
Real Property/page 8
OPEN SPACE PLANNING DEPARTMENT
Programs
A. Advance Planning and Geographic Information Systems
B. Resource and Stewardship Planning
C. Public Access Improvements and Staff Facilities
To Implement the
BASIC POLICY OBJECTIVES:
The District follows management policies that ensure proper care of the land, provide
public access appropriate to the nature of the land, and that are consistent with ecological
values and public safety.
The District works with, and encourages, public and private agencies to preserve,
maintain and enhance open space.
The District protects and restores the natural diversity and integrity of its resources for
their value to the environment and the public, and provides for the use of the preserves
consistent with resource protection.
General Department Emphasis for 2007-2008
Planning efforts will focus on providing new public access opportunities while preserving
and protecting the diversity and integrity of the District's natural and cultural resources.
Planning staff will concentrate their efforts on completing a number of significant
projects that are underway. Key advance planning projects will include completing draft
master plans for Sierra Azul /Bear Creek Redwoods and La Honda Creek Open Space
Preserves, and completing a comprehensive Use and Management Plan for Thomewood
Open Space Preserve. Staff will continue to focus on designing new staging areas at El
Sereno and El Corte de Madera Creek Open Space Preserves. Resource planning efforts
will focus on updating the 5-Year Resource Management Strategic Plan, completing
agreements with the resource agencies to streamline project permitting, and planning
implementing conservation grazing programs at Skyline Ridge, La Honda Creek, and
Tunitas Creek Open Space Preserves.
Staff Resources
Planning Manager
Senior Planner
Resource Planner
Open Space Planner 11 (2)
Geographic Information Systems Coordinator*
Open Space Planner I
Resource Planner I*
Planning Technician (2)
Administrative Assistant
GIS Intern, (1/2)
Planning/Page 1
Open Space Planner I (additional position requested)
*Position approved by the Board during Fiscal Year 2006-2007
2007-2008
A. Advance Planning and Geographic Information Systems
Objectives
To formulate plans, policies and procedures for the management and development of
open space preserves. Develop and maintain Geographic Information System (GIS) data
sets necessary to support projects throughout the District.
Key Proiects
1. Coastside Protection Program—Work with Board and stakeholders to amend
elements of the District's Basic Policies in accordance with the Service Plan
conditions of approval. Prepare project scope and budget to update the District-
wide Master Plan and Regional Open Space Study.
2. Master Plans—Work with stakeholders, Board and staff to draft 25-year master
plans for the two planning areas. Initiate CEQA review of the preferred
alternative. Unique elements of the two master plans include:
• La Honda Creek Open Space Preserve. Incorporate Driscoll Ranch into the
planning process, establish a conservation grazing program, and integrate
endangered species habitat protection with public access.
• Sierra Azul/Bear Creek Redwoods Open Space Preserves. Identify a new
field office location, confirm long-range vision for Mt. Umunhum, and
address disposition of former Alma College buildings.
3. Thornewood Open Space Preserve Use and Management Planning—
Complete resource assessment and engineering studies to support a
comprehensive Use and Management planning effort. Key issues include bridge
design at Dennis Martin Road, watershed protection, parking improvements, and
Schilling Lake restoration options. Integrate slender false brome eradication
efforts into the planning process. Coordinate with Legal and Real Property to
remediate landslide on trail to Schilling Lake.
4. GIS Development—Develop procedures to facilitate collection of field-based
data and better integrate special-status species locations and other resource
information into the GIS database. Begin integration of GIS property ownership
data with the Real Property dedication database. Expand use of 3-D visualization
software such as Google Earth and ArcScene to increase public understanding of
District Preserves.
Planning/Page 2
Other Projects and Activities
I. Continue to promote positive employee relations and effective workplace
communication within the department and throughout the District.
2. Land Purchase Support—Provide Planning support on key land purchase projects as
requested, including property site assessments, interim use recommendations, and
CEQA review. Incorporate land purchases and site dedication information into the
District's GIS. Update the Use and Management Planning process to comply with
Service Plan requirements, and work with Counties to streamline the land purchase
process.
3. Land Protection Support—Provide Planning support to determine remediation and
restoration of land and resources damaged through encroachments.
4. Work with the Public Affairs Department to support key events including the Pulgas
Ridge Public Access Improvement ribbon cutting ceremony. Assist in the design of
interpretive programs at the Red Barn and Daniels Nature Center/Alpine Pond.
Participate in the District Web Team and post all department-related items to the web
site in compliance with the Webmaster protocols. Participate in the integrated
database project, as necessary to complete this District-wide project.
5. Standard Details and Specifications—Work with the Operations Department to
complete handbook of technical standards and Best Management Practices (BMPs)
for construction, repair, and maintenance of roads, trails, and other improvements.
6. Permits to Enter—Review alterations to District land or installation of facilities
proposed by other agencies or private parties in conjunction with Real Property
Department. Develop permit conditions to ensure protection, preservation, or
restoration of the affected lands. Work with Operations to monitor activities to
ensure compliance with conditions.
7. Stevens Creek Shoreline Nature Study Area Remediation and Restoration—Work
with Legal Counsel to represent the District's interest in the U.S. Navy's proposed
toxic cleanup of Moffett Air Field Site 25 to a standard permitting restoration of the
District's property to tidal wetlands.
8. Regional Trail Connections—Coordinate with Operations staff to identify a trail
connection between St. Joseph's Hill and Sierra AzuI. Evaluate the feasibility of
aligning the proposed Juan Bautista de Anza National Historic Trail through Rancho
San Antonio Open Space Preserve (grant-funded by the National Park Service).
Coordinate with Operations to implement the trail connection between Los Trancos
and Palo Alto's Foothills Park-, and with Public Affairs to hold a trail dedication
event.
9. Outside Project Review—Review agendas and minutes of Cities, Counties, Special
Districts, and other agencies. Comment on site-specific projects within close
Planning/Page 3
proximity to, or that affect District lands. Review other agencies' policies and
regional planning efforts, and comment as necessary to ensure regional coordination
and implementation of the District's mission.
• Stanford Trail Plan Implementation
• Mid-Coast Local Coastal Program Update
• San Francisquito Creek Joint Powers Authority Activities
• Peninsula Highway Corridor Study
• South Bay Salt Pond Restoration(Former Cargill lands)
• TMDL Process for San Gregorio, Pescadero, Guadalupe and San Francisquito
Creek Watersheds
• San Jose Water Company Timber Harvest Plan
• Huddart/Wunderlich Master Plan
• Bay Area Open Space Council Green Vision Plan
• Pilarcitos Quarry Expansion
• SCVWD Permanente Creek Flood Control Improvements
10. Unanticipated Projects— Provide research and planning for unanticipated projects that
may arise due to new land purchases, resource agency actions, regional planning
efforts, and other activities.
11. Employee Relations
Continue to promote positive employee relations and effective workplace communication
within the department and throughout the District.
B. Resource and Stewardship Planning
Objectives
To protect the District's natural and cultural resources and ensure regulatory compliance
by maintaining up-to-date resource inventories and conducting environmental
assessments and other focused scientific study of the District's lands. To prepare
environmental restoration, habitat enhancement and resource management plans in
conjunction with the Operations Department.
1. Resource Management Strategic Plan—Work with the staff, public, and the Board
to update the five-year plan to guide resource planning and management activities
from FY 2008-2013.
2. Resource Policy Development—Coordinate with Operations to 11prepare draft
agriculture, forestry, ecological succession, wildlife and wildland fuels management
policies for review by Board.
20.Conservation Grazing Program Development—Coordinate with the Operations
and Real Property departments to develop a lease and select a grazing tenant for the
Alpine Road Area of Skyline Ridge Open Space Preserve; prepare a grazing
Planning/Page 4
management plan for the Tunitas Creek property; as part of the La Honda Creek
master planning process, complete a draft plan to reintroduce cattle to the preserve
and develop a monitoring program for Driscoll Ranch.
34.Resource Agency Permit Streamlining—Continue working with appropriate
agencies to refine and streamline the environmental review and permitting process for
District projects. Complete the Memorandum of Agreement with the California
Department of Fish& Game and the Regional Water Quality Control Board for
routine maintenance and drainage facility improvements. Cross-train representatives
from the Operations Department in preparing and obtaining permits for maintenance
projects and small improvements that are not part of the Capital Improvement
Program.
4-.5.Pond Management Plan—Coordinate with the U.S. Fish and Wildlife Service and
the California Department of Fish and Game to prepare of a pond management plan
for Driscoll Ranch. Conduct surveys and habitat assessment for the San Francisco
garter snake. Develop plan as template for use in future pond management planning
efforts.
Other Projects and Activities
I. Regional Resource Inventory—Continue ongoing studies and data collection to
complete a District-wide GIS inventory of natural and cultural resources that supports
Resource Management and Planning activities. Staff anticipates that this project will
continue annually.
2. Road and Trail Design Improvements* —Begin planning and permitting for Prop 50
(Coastal Non-point Source Pollution Control Program) grant-funded erosion control
projects at Thornewood and Los Trancos Open Space Preserves. Coordinate with
grant partners to identify and prioritize implementation projects funded under Prop 40
(Integrated Watershed Management Program) at La Honda Creek Open Space
Preserve. Prioritize projects for planning and design at Windy Hill and Coal Creek
Open Space Preserves based on results of San Francisquito Creek Watershed Roads
and Trails Assessment.
3. Environmental Remediation—Complete site characterization at Driscoll Ranch to
define more precisely the extent of contamination. Coordinate with resource agencies
to determine necessary remediation activities and prepare plan and associated CEQA
documentation. Pending grant funding, contract for preparation of a mercury
remediation plan for the Hicks Flat area of Sierra Azul Open Space Preserve.
Continue participating in the Guadalupe Creek Watershed TMDL process to identify
further remediation requirements, if any.
4. Small Grants Program—Coordinate with Operations staff to develop a pilot small
grants program. Identify ecological research topics that would inform the District's
land management practices. Establish criteria to evaluate research proposals.
Planning/Page 5
2007-2008
C. Public Access Improvements and Staff Facilities
Objectives
To emphasize preservation and enhancement of resources in Use and Management Plans
and in the design of public access improvements. To give the highest priority to resource
protection projects and grant-funded construction projects.
Public Access Improvements
1. El Corte de Madera Creek Watershed Protection Program—Continue planning,
design, and phased implementation of priority road and trail upgrades and water
quality protection measures. Year-four projects:
• Coordinate with Operations to complete Giant Salamander Trail realignment and
contract for construction of new bridge
• Secure permits to convert El Corte de Madera Creek Trail from road-width to
single-track trail width
• Continue water quality monitoring to identify and measure sediment movement
through Preserve
2. El Corte de Madera Creek Staging Area* —Complete Use and Management
Amendment planning process and finalize plans and specifications for the staging
area and Bay Area Ridge Trail segment. Secure permits and pursue grant funding for
construction.
3. FEMA Repairs* —Complete design and secure permits for repair of sites damaged
during 2006 winter storms (Coal Road and upper Alpine Road at Coal Creek Open
Space Preserve, and the Big Dipper Ranch access road at Skyline Ridge Open Space
Preserve). Coordinate with District Crew to complete repairs.
Other Projects and Activities
1. Fremont Older Staging Area—Continue working with Real Property and Legal
Counsel to prepare a plan for the relocation/reconfiguration of the staging area as
part of a land exchange agreement and legal settlement.
2. El Sereno Permit Lot—Prepare plan for Board review and approval for a six-car
permit staging area at the end of Overlook Road.
3. Pescadero Creek Watershed Roads and Trails—Prepare grant application for
submittal to the California Department of Fish and Game to fund high-priority road
and trail upgrades within Skyline and Long Ridge Open Space Preserves to protect
water quality.
4. Windy Hill Improvements—Complete design of a wildlife observation deck at Sausal
Pond and submit plans to Town of Portola Valley.
Planning/Page 6
watef tanli in eenjunetion with the final phase of the euealyptus tree femoval-pizejeet.
5. Miscellaneous Repair, Restoration and Other Projects
• Fremont Older Road Repairs—Complete plans, specs and submit permit
applications for repairs to drainage structure along Regnart Road. Assist
Operations staff in preparing plan to reroute or abandon the steep section of
Hunter's Point Trail
• Long Ridge Road Repairs—Determine need for vehicle access along School and
Ward Roads. Request engineering proposals to begin preparing plans and
specifications to replace drainage structures and upgrade road segments along
School and Ward Roads.
• Russian Ridge Road Repairs—Complete plans, specs and submit permit
applications to replace drainage structures and upgrade Rapley Ranch Road
• Provide permitting assistance on a variety of road and trail improvement projects
to determine the need for resource agency permits and consultation
Staff Facilities
1. Skyline Field Office—Retain architect and prepare plans for expansion of field
office. Coordinate with Operations and Real Property departments in preparation
of a long-range strategic plan for the field offices to meet staff, equipment, and
storage needs.
2. Administration Office Improvements and Build-out—Retain architect in
preparation of a plan for office build-out, improvements, and landscaping;
determine feasibility and eeonomfe benefitcost of adding solar panels.
3. Driscoll Ranch House Improvements—Coordinate with Real Property and
Operations Department to determine improvements necessary to upgrade house
for use as a ranger residence. Contract for necessary structural and utility
upgrades.
*Denotes grant funded project
Planning/Page 7
OPERATIONS DEPARTMENT
Programs
A. Field Operations
B. Resource Management
To Implement the
BASIC POLICY OBJECTIVE:
The District follows management policies that ensure proper care of the land, that provide public
access appropriate to the nature of the land, and that are consistent with ecological values and
public safety.
General Department Emphasis for 2007-2008
Continue to provide responsible stewardship of all District lands by furnishing those public
safety, maintenance, construction, and expanded resource management activities necessary to
protect and enhance the natural resources and ensure safe and appropriate use of District lands.
Implement Board-adopted Resource Management Policies, Trail-Use Policies and Guidelines,
and focus on enhancing field staff safety.
Staff Resources
Operations Manager
Area Superintendents (2)
Support Services Supervisor
Management Analyst
Resource Management Specialist
Resource Specialist I
Supervising Rangers (4)
Maintenance/Construction Supervisors (2)
Maintenance/Resource Supervisors (2)
Administrative Assistant
Rangers (17)
Equipment Mechanic-Operators (2)
Lead Open Space Technicians (4)
Open Space Technicians (11)
Farm Maintenance Worker
8,500 Seasonal Open Space Technician hours
3,500 Seasonal OST hours for resource management
1,000 hours for Resource Management Intern
Addition of(2) EMO positions *
Addition of a(1/2) time permanent. Training Coordinator
Convert (2)part time Administrative Assistants to permanent status
Additional or Converted Positions
Operations/page 1
2007-2008
Field Operations Program
Key Projects
1. Continue to implement Phase III of the El Corte de Madera Creek Watershed Protection
Plan. Assist the Planning Department in implementation of the third phase of the El Corte de
Madera Creek Watershed Protection Plan, as approved by the Board.
2. Implement improvements recommended by the radio consultant and approved by the Board
of Directors within the scheduled time frame. Continue efforts to procure a new radio
frequency for District use.
3. Ensure field staff assistance in implementation of resource management projects as identified
in the Resource Management Plan including, but not limited to: slender false brome
removal, sudden oak death response, invasive plant removal and research and inventory of
natural resources on District land.
4. Utilize the completed outline for the Maintenance Operations Manual to write the Manual.
Best management practices will be part of outlining work techniques, including timing of
maintenance practices.
5. Review the recommendations provided in the first phase of the Land Management Cost
Evaluation and Efficiency Study. Review the and deeideh recommendations should be
implemented and dDevelop a priority4ed plan for implementation with an associated time
line.
6. Continue working with a land management consultant to review options for a database
system to calculate future costs of lands, which are being considered for purchase.
7. Assist the Planning Department with trail re-alignment and r-esoufee enhafleemefft in the
Dennis Martin Road area of Thornewood Open Space Preserve.
Other Proiects and Activities
1. Public Safety Services
a. Monitor public use and land use regulation compliance. Assist in the education of the
visiting public on proper use of District preserves.
b. Enforce District land use regulations by providing active ranger patrol and after-hours
call-out response.
c. Respond to accidents and other emergencies occurring on District lands.
d. Respond to fires on District lands, and adjacent lands when District property is
threatened, or where specified by written agreements.
e. Identify and mitigate potential hazards on open space preserves to enhance public safety.
f. Monitor special events, use permits, and resource protection related impacts on District
lands.
Operations/page 2
g. Conduct focused ranger patrol to address undesignated trail construction and use at Sierra
Azul and El Corte de Madera Creek Open Space Preserves.
h. Assist the Land Protection Specialist with identification and mitigation of encroachments
to District preserves.
i. Work with Santa Clara County Fire and other fire agencies to host a controlled bum on
District lands, as part of the Joint Fire Academy and/or routine fire agency training,to
provide training opportunities for District staff and other local fire agencies.
j. Work with the Legal Services to clarify the issue of the extent of District Peace Officers'
jurisdiction.
2. Land and Facilities Management
a. Work with the Real Property and Planning Departments to secure newly purchased
properties and to incorporate them into the regular patrol and maintenance schedules.
b. Maintain lands in an environmentally sensitive manner, utilizing resource management
practices.
c. Maintain buildings, vehicles, and equipment to maximize utility and longevity.
d. Provide supervision and assistance to volunteer projects.
e. Assist in the repair and maintenance of structures that are a part of the District employee
residency program.
f. Participate with the Planning Department in the development of Master Plans and Use
and Management Plan recommendations.
g. Assist the Planning Department in the development of a Site Plan for the Skyline Field
Office to address growth needs.
3. Management and Administration
a. Continue to provide public safety training for sworn and non-sworn staff to promote staff
safety when they encounter illicit activities on District lands.
b. Continue the liaison efforts with local police, fire, municipal court, and other public
jurisdictions. Continue to work with other agencies to develop Memoranda of
Understanding, where appropriate and feasible.
c. Continue to work with a database consultant to improve the reporting abilities of the
current citations and incidents database to streamline the monthly and yearly reporting
systems and to update the current incident report forms to allow completion of the forms
on the computer, and lay the foundation for having the information seamlessly integrate
into the existing database structure.
d. Work with the database consultant to develop a structure to record status of citations
submitted to the Courts, and to track the status of citations which require amendments.
Integrate this with the current Citations and Warnings database.
Operations/page 3
e. Use established purchasing practices to purchase vehicles and equipment for the best
price.
f. Coordinate occupational health and safety program for field operations.
g. Continue to utilize Influencing Skills and to integrate workplace enhancement methods
into the daily activities of the Operations Department.
h. Coordinate with Planning Department to provide training for various Operations
Department's positions in the use of GIS and/or GPS software and technology to provide
better information gathering and presentation skills.
i. Provide assistance and support to the Public Affairs Department as a participant in the
District's Web Team. Post appropriate department-related materials to the web in
compliance with the Webmaster protocols.
j. Continue to provide assistance and support to the Public Affairs Department to complete
the integrated database project, as appropriate for Operations.
k. Continue to work with a medical doctor to annually review District medical protocols and
response levels to ensure that District protocols meet the standards for the three counties
in which District staff work and that the service provided is appropriate for the public's
needs.
1. Review current manual permit issuance process and develop a plan to
automate/computerize the process to increase efficiency and to provide a system of
record keeping for the permits.
4. Miscellaneous
a. Support the goals of the Public Affairs Department by providing staff for special events
and other projects, as time permits.
b. Participate in the development of Trail Use Policies and Guidelines.
c. Work with the Planning Department on a joint committee to develop Maintenance
Standard Guidelines.
d. Continue to ensure clear and open communications with the Real Property Department
through designated staff.
e. Work with the Public Affairs Department to host a tour of District lands for East Bay
Regional Park District Board members and staff and any other planned V.I.P events.
f. Continue to promote positive relations and effective workplace communications within
the department and throughout the District.
g. Complete the final realignment of the trail connection between Palo Alto Foothills Park
and District Preserves.
Operations/page 4
2007-2008
Resource Management Program
Objective
Inventory and analyze the state of District natural resources, including the natural resources of
specific preserves to identify needs and priorities. Address immediate and critical resource
management issues utilizing District staff, volunteers, contractors and consultants to maximize
the District's responsiveness. Develop procedures and implement the Resource Management
Strategic Plan to address the resource management needs of District land. Maintain regular
contact and work with other agencies, local authorities, researchers and specialists in the field to
restore or manage the District's natural resources.
Key Projects
1. Resource Management Strategic Plan—Work with the Planning Department to Implement
Fifth Year of the Resource Management Strategic Plan:
a. Continue next phase of eucalyptus, acacia and broom removal at Mills Creek; and
continue implementation of the Pulgas Ridge Open Space Preserve Habitat
Restoration Plan by removing additional area of eucalyptus, and controlling broom
and other invasive plants. lZevie�v restoratioii plap and Nnotify interested parties and
the Board before any large eucalyptus trees are removed at Pulgas Ridge.
b. Obtain County grading permit to implement the next phase of restoration of
Christmas tree farm at Skyline Ridge Preserve. Phase in work areas if permits
approved in time for construction season.
C. Identify steps to implement recommendations of the amphibian study including repair
of pond berms.
d. Identify species on new properties in coordination with Planning Department.
e. Collect detailed information on redwood forest ecology in coordination with Bear
Creek Redwood and La Honda master plans. Monitor forest recovery at Bear Creek
Redwoods.
f. Renew the Resource Management 5-Year Strategic Plan with Planning Department.
2. Sudden Oak Death
In accordance with the Board's direction survey for potentially resistant trees, identify and
treat heritage trees with approved fungicide. Continue to identify and fund Sudden Oak
Death research relevant to land management issues.
Continue monitoring Sudden Oak Death, map confirmed and suspected locations,
implement precautionary actions, and educate District visitors about Sudden Oak Death.
Participate in scientific symposiums and research.
3. Slender False Brome
In accordance with the Board's direction complete the following tasks:
Operations/page 5
a. With the assistance of an integrated pest control consultant, investigate other methods for
control; treat brome several times per year, and develop and implement monitoring
program.
b. Work with the Legal, Public Affairs, and Real Property Departments to develop a public
outreach campaign, secure rights-of-entry, and treat brome on neighboring properties.
c. Pursue grant funding to assist adjacent landowners and agencies in mapping and
controlling slender false brome on their lands.
d. Map and remove all resprouts of slender false brome at Thornewood, La Honda and El
Corte de Madera Open Space Preserves.
4. Grazing Plan
Work with the Planning and Real Property Departments to implement and monitor a grazing
plan at the Alpine Road area of the Skyline Ridge Open Space Preserve,antl-the Driscoll
Ranch portion of La Honda Open Space Preserve and_tlicYg�nitas �roier(yy'.
Other Projects and Activities
1) Resource inventory—Inventory and record observed flora, fauna, natural and geologic
features, and biotic communities, and contribute information to the natural diversity database.
Focus on mapping of rare plant populations and developing GIS maps, bat surveys at
Driscoll property and marbled murrelet habitat in Skyline region. Coordinate mapping and
GIS database development with Planning Department staff.
2) Invasive Plant Tracking and Monitoring System—Work with the Planning Department to
continue updating invasive plant information, and utilize this information to prioritize
resource management efforts. Provide detailed maps for field offices; support field staff in
developing GIS/GPS equipment and skill to monitor rare and invasive plant populations.
Develop methods for tracking time and area estimates of work efforts.
3) Grassland Management
a) Control resprouts of Harding grass on north end of Russian Ridge Open Space Preserve.
b) Continue different methods of yellow star thistle control and restoration of native grasses
in front meadow at Rancho San Antonio Open Space Preserve. Implement experimental
seeding of native grasses in yellow starthistle areas.
4) Assist the Planning Department in the development of agriculture, forestry, invasive species,
wildland fuel, ecological succession, and wildlife corridors policies as part of the resource
management policy review.
5) Wild Pig Population Control Program—Continue trapping program in the South Skyline area
and Foothills area. Coordinate with local agencies as necessary.
6) Wildlife Surveys—Conduct annual surveys of bluebird nesting and fall deer herd and share
information with regional groups. Track special wildlife sightings, especially mountain
Operations/page 6
lions, and share information with surrounding land agencies. With Planning Department and
consultant, implement second phase of marbled murrelet habitat surveys in the Skyline area.
7) Continue to participate in regional resource groups such as the Santa Cruz Mountains
Bioregional Council, California Invasive Plant Council, Weed Management Areas in San
Mateo and Santa Clara Counties, California Oak Mortality Task Force, and native plant and
wildlife organizations.
8) Work with and encourage local research institutions, such as Stanford University, San
Francisco State University, San Jose State University and other universities to conduct
scientific studies that would be beneficial to the District.
9) Work with Public Affairs to develop and evaluate a new program to allow trained volunteers
to participate independently on defined resource management projects without site
supervision by District staff.
10)Alpine Pond—develop long-term plan for managing pond vegetation and sediment.
Operations/page 7
PUBLIC AFFAIRS DEPARTMENT
Programs
A. Public Information and Outreach
B. Legislative, Funding and Organizational Relations
C. Community Programs
To Implement the
BASIC POLICY OBJECTIVE:
The District educates and makes clearly visible to the public the purposes and actions of
the District, and actively encourages public input and involvement in the District's
decision-making process and other activities.
General Department Emphasis for 2007-2008
Maximize the general public's awareness and understanding of, and involvement with the
District, its goals, and its activities, employing a variety of means and methods to reach
all communities served and other target audiences. Implement the top priorities of the
District's legislative plan and protect the District's funding structure. Continue to offer a
variety of community programs which enhance visitors' experiences, provide
opportunities to educate, and involve people in the preservation, restoration and
enjoyment of open space. Provide District materials and information to community
members and public officials,to ensure full knowledge and understanding of the District,
its programs and activities.
Staff Resources
(Regular, full-time positions, unless otherwise indicated)
Public Affairs Manager
Community Affairs Supervisor
Public Affairs Specialist
Volunteer Programs Coordinator
Docent Programs Coordinator
Web Content Developer/Writer
Administrative Assistant
Community Programs Aide
Public Affairs/page 1
2007-2008
Public Information and Outreach
Objective
To generate additional support among opinion leaders, key policyinakers, and the general
public for District acquisition, preservation, restoration, and interpretive/education
projects and programs, including coastal protection, by increasing the positive perception
and awareness of the District's mission, objectives, accomplishments, programs, and
effective management of public lands and financial resources.
Key Projects
1. Community Outreach—Plan and implement activities and presentations to increase
the District's outreach to and involvement with community groups. Continue to
participate in outreach events with emphasis on events held near current master plan
project areas; promote awareness of preserves other than Rancho San Antonio.
Listen to community concerns and improve constituents' knowledge of the District.
Host events and provide activities—such as the Pulgas Ridge staging area and trail
dedication. Proactively produce and distribute information materials about the
District. Seek out partnerships, and attend meetings with various groups and
organizations (such as the Bay Area Open Space Council). Continue to work with the
Operations and Planning Departments to increase public awareness of resource
management goals and successes, such as the program to eradicate slender false
brome from the Woodside area and the development of new resource management
policies. Outreach opportunities and District presentations at community outreach
events could involve managers, Board members, District staff, volunteers and
docents. Continue to assist the Planning Department in their master plan outreach
efforts (Sierra Azul and La Honda).
2. Media—Enhance the District's reputation as a leader among open space districts
locally and statewide. Proactively promote regular media coverage of District
activities and accomplishments and quickly respond to media reports and inquiries.
Build relationships with reporters, conduct editorial board visits and reporter
briefings; place positive feature stories; and work to place editorials, where
appropriate, in order to focus attention on positive work the District is conducting,
especially in resource management. Design and implement a spokesperson training
for District staff and the Board.
3. Good Neighbor Policy— Complete the process to develop an updated Good
Neighbor Policy and produce a Good Neighbor brochure based upon the amended
policies. Design and provide public education follow-up activities after the process is
complete.
Public Affairs/page 2
4. Web Site Management—Continue to use the District Web site as a two-way
communication tool to reach out and communicate with the community and support
the administration of the Docent and Volunteer programs. Continue to improve
usability of the site as an effective outreach tool. Find a suitable e-mail service
provider to enable communication with constituents via e-mail and develop a plan to
integrate e-mail with the District's database. Continue to work with e-Nature to refine
and promote the "e-nature" wildlife guides (customizable to District preserves), thus
providing a way for the public to research information on flora and fauna within
District Preserves. Work with other departments to ensure the web site maintenance
and revisions reflect current District messaging, provide consistency, and maintain
functionality and aesthetic integrity. Work with contractor, as needed, to update and
maintain Web site pages. Lead District Web team.
5. Visitor Estimate Survey. Propose and consider implementing a phased plan to
estimate the number of visitors to District preserves. Data will support media
outreach and internal District planning. Coordinate implementation of the survey with
the Operations department.
Other Projects and Activities
1. Continue to promote the District's guidebook. Work with publisher to monitor and
track sales of the trail guidebook.
2. Continue to promote positive employee relations and effective workplace
communication within the department and throughout the District.
3. Continue to support the Planning Department in: 1) Raising public awareness of the
Watershed Protection Program and the proposed staging area and trail project at El
Corte de Madera Creek Open Space Preserve; 2) Providing media and other support,
as needed,to support District efforts to obtain a full clean-up of toxins to tidal
restoration standards at the Moffett/NASA property referred to by the Navy as "Site
25;" and 3) Providing media and community outreach activities, such as docent-led
hikes, resource management projects, and web site updates.
4. Continue to evaluate the best approach for building an image library and consider
outside assistance in creating an implementation and maintenance plan.
5. Continue to provide assistance to the Planning and Operations Departments in
educating the public regarding appropriate preserve and trail use, and interacting with
wildlife; modify and update publications to reflect any policy or rule changes, as
needed, and respond to associated public and media requests for information.
Public Affairs/page 3
6. Work with the Planning Department to create new site maps for preserve brochures
(such as La Honda and Bear Creek Redwoods) or special activities, like geocaching,
and continue updating, producing, and distributing existing site maps, brochures, and
other collateral materials. Also work with the Planning Department to develop a
prototype template for maps featuring GIS and GPS coordinates.
7. Produce the District's quarterly newsletter, Open Space Views. Continue to update
the mailing list; continue mailing four issues per year, including annual report.
Publish the District's 2007-2008 Annual Report in the fall.
8. Conduct special events, including the Pulgas Ridge Staging Area and trail dedication,
the East Bay Regional Park District tour and celebrations of other noteworthy events
such as the Ridge Trail Cruz and the VIP tours in San Mateo and/or Santa Clara
County for elected officials and representatives.
9. Manage the District's online merchandising store.
10. Continue to provide staff support to District Committees such as the sign committee,
policy review committee, and the "Fun" committee.
11. Work with the Planning Department to design, write, and edit content for District
signs and signboards.
12. Develop District notecards and stickers.
13. Develop District advertisements for public meetings, announcements, docent and,
volunteer recruitment, etc., as needed.
14. Demonstrate care for the environment by using recycled materials and soy-based inks
in materials distributed by the District whenever possible.
15. Continue to develop a broad District Style Guide in order to ensure consistent use of
the District's visual identity.
16. Work with Administration and other departments to complete the integration of
various District databases.
17. Celebrate the District's 35 th anniversary in November 2007 by integrating the
milestone in media outreach activities, the District's newsletter and through other
activities such as mentioning the anniversary on District stationary.
18. Engage a graphic artist to create a number of new District Logo designs for the
Board's consideration.
Public Affairs/page 4
2007-2008
Legislative, Fundina, and Oreanizational Relations
Oba ective
To carry out the high priority elements of the District's legislative plan and to inform
other public agencies and private organizations about the District's activities and goals.
Key Projects
1. State Legislation—Work with the District's legislative advocate and with legislators
and their staff to sponsor and support the Board-approved Legislative Program. Seek
coordination and support from other special districts.
2. Seek Regional Funding—Work with the Bay Area Open Space Council to create a
special,personalized license plate and work to obtain permanent funding for the San
Francisco Bay Area Program of the State Coastal Conservancy. Generate new ideas
and corresponding legislation and seek passage.
3. Seek Local Funding— Support any efforts by the San Mateo County Parks for the
Future initiative to increase the local sales tax by 1/8`" cent on the 2008 ballot.
4. Federal Legislation —Work with members of Congress and State and local agency
leaders to develop and implement a strategy to carry out the Board-approved
legislative program including to seek Federal legislative assistance in securing
funding for the cleanup of the former Almaden Air Force Station at Mt. Umunhum in
the Sierra Azul Open Space Preserve, which is a"Formerly Used Defense Site," or
FUDS.
5. District Funding Measure. Begin initial analysis of the need for a future District
funding measure to be submitted to the voters.
Other Projects and Activities
1. Continually review and, working with legal counsel, analyze legislation, determine
recommended District positions on bills, and take appropriate action, if any, on bills.
2. Work with legislators, legislative committees, state and federal administrators, other
agencies, private organizations, and interested citizens to provide information and to
lobby regarding state legislation ands specific o p
3. Support federal, state, or local legislation that will benefit the District.
4. Provide support and services for specific District projects requiring legislative
support, such as grant applications and regional and state awards. Obtain letters of
Public Affairs/page 5
support for grant applications, such as Habitat Conservation Fund and Wildlife
Conservation Board grants.
5. Maintain contact, and exchange information with other organizations and agencies.
Cooperate on special projects with organizations such as the regional Bay Area Open
Space Council, and participate in special events, such as conferences and seminars,to
keep District staff and the Board informed of current issues.
6. Continue to provide staff support to the Legislative, Funding, and Public Affairs
Committee, and work as needed to develop District positions on and involvement in
statewide open space issues.
7. Provide a District presence in key legislative activities, meetings, and conferences in
Sacramento, directly and/or with the District's legislative advocate.
8. Work with the District's legislative delegation and the Sacramento-based lobbyist to
maintain and protect the District's current percentage share of the local property tax
funding.
Public Affairs/page 6
2007-2008
Community Programs
Objective
To engage and involve a diverse range of community members and District staff in
programs and activities to further their enjoyment and understanding of open space.
Support District staff in achieving the District's objectives by providing high quality,
ecologically sensitive public programs, involving community members as volunteers,
providing outreach events and working in partnership with other organizations as well as
inspiring stewardship of open space.
Key Projects
1. Expand Community Programs—Form a task force to research ways to allow for
non-supervised resource management volunteers to work on District preserves.
Continue to monitor and assess the potential for other new or expanded volunteer and
docent programs.
2. Docent and Volunteer Training—Continue to implement the new and improved
Outdoor Activity Docent training model. Recruit and train new, Trail Patrol, Outdoor
Education Leaders,Nature Center Hosts, Community Outreach Volunteers and
Conservation Easement Monitors.
3. Encourage participation and increase awareness of Outdoor Activities and other
Community Programs—Continue to evaluate publicity and media outreach on
Outdoor Activities and continue to increase District staff s awareness and enthusiasm
of Outdoor Activities to encourage their participation as an enrichment opportunity
and an opportunity for the public to interact with staff. Organize 'Mini-Outreach
Booths' featuring general District information and preserve/project-specific
information at various preserves and during outdoor volunteer service projects.
4. Partnerships and Events—Continue to partner with the Bay Area Ridge Trail
Council in coordinating the "Cruz-A-Thon" event and outdoor service projects
involving sections of the Ridge Trail. Leverage partnership with POST to support the
Daniels Nature Center.
5. Special Public Access—Implement public access to grant-funded properties, as
required, by scheduling docent-led tours (such as Miramontes Ridge), and provide
additional docent-led hikes and volunteer projects to support master-planning efforts,
as needed.
6. Geocaching—Work with geocaching groups to research and develop a system for
monitoring and reporting on cache sites as approved by the Board of Directors.
Public Affairs/page 7
Other Proiects and Activities
Docent Program
1. Recruit, screen and train Outdoor Education Leaders and Nature Center Hosts
Continue to provide enrichment opportunities for active docents.
2. Offer a broad range of public interpretive outdoor activities on open space preserves,
encouraging docents to conduct new engaging activities at less-utilized preserves.
3. Maintain and operate the David C. Daniels Nature Center with docent involvement.
Continue to implement the District's Spaces and Species environmental education
program and explore opportunities for new constituent groups to visit and use the
Nature Center.
4. Arrange, publicize, reserve spaces for, and work with field staff to support the
Fremont Older House and Garden Tours(April 29, 2007), and quarterly Outdoor
Activities.
5. Continue to provide public request activities, including soliciting and scheduling
docents and coordinating with the Operations Department, as needed, for permits.
6. Continue to engage interested docents in support of planning and resource
management projects.
7. Work with the Operations Department to implement an Alpine Pond cattail
management plan.
8. Revamp the interior natural communities display cases at the Daniels Nature Center.
9. Develop a self-evaluation instrument for the docent program.
Volunteer Program
1. Continue to provide volunteer support for resource management projects by working
with staff to schedule, conduct, and evaluate a sustainable number of resource
management volunteer projects. Identify and recruit individuals and/or groups that
can become involved with the District as new Preserve Partner volunteers. Use and
monitor the success of the new Outdoor Service Projects scheduling procedure/
calendar.
2. Coordinate safe, educational, and productive volunteer service projects-throughout
the year at various open space preserves.
3. Recruit, screen, and train new Trail Patrol, Crew Leader, Community Outreach and
Special Field Project volunteers to assist staff in maintaining and protecting District
preserves. Offer enrichment opportunities for active volunteers.
Public Affairs/page 8
4. Work with Real Property to complete volunteer/staff monitoring of all District
conservation easements and similar monitoring needs.
5. Continue to provide public information about volunteer programs, projects, and
accomplishments by producing four issues of Volunteer News and work with graphic
designer to create a new masthead.
6. Continue to conduct individual evaluation hikes and rides for Trail Patrol members.
Use pre-evaluation surveys utilizing the District's new online survey system to
increase efficiency of the time spent on the evaluation hike or ride.
7. Continue to organize lunchtime enrichment presentations for volunteers during
outdoor service projects. Identify appropriate speakers such as Board members, and
District docents. Coordinate logistics, and schedule a number of trial presentations.
8. Volunteer Leadership/Management Training for Staff—Continue to conduct formal
training sessions for staff on working with volunteers and leading volunteer projects.
Also provide general orientation to the different volunteer programs.
9. Trail Patrol Special Assignment—Continue to refine a system where volunteers and
staff work together to form organized group patrols.
10. Coordinate with International Mountain Biking Association(IMBA) members to
include them in the District's Trail Patrol program.
11. Recruit District volunteers to help in conducting the Visitor Estimate Survey.
Community Programs Projects and Activities
1. Organize, coordinate and conduct the 2007 Volunteer Recognition Event on
September 15, and assess other recognition activities for docents and volunteers that
demonstrate the District's appreciation for the efforts and contribution of volunteers
and docents.
2. Sustain effective communication between Community Programs staff, field staff and
other departments involved with Community Programs.
3. Conduct"Earth Day" (April 22)and National Trail Days (June 2) events that provide
appropriate ways for the community to be involved in projects or outdoor activities
that celebrate the environment and our natural resources during the period of time
associated with these nationally recognized events.
4. Continue evaluating training programs and events by using on-line surveys.
5. Provide Community Programs updates to the Board.
Public Affairs/page 9
6. Plan and begin developing an interpretive project/display for the Red Barn at La
Honda Creek Preserve and for a self-guided interpretive "nature discovery"trail
around Alpine Pond at Skyline Ridge Preserve.
Public Affairs/page 10
ADMINISTRATION DEPARTMENT
Programs
A. Administration
B. Human Resources
C. Legal Services
To Implement the
BASIC POLICY OBJECTIVE:
Efficiently and effectively administer the affairs of the District on behalf of the public so
as to maximize accomplishment of the goals and objectives of the District within existing
financial, legal and other constraints.
General Program Emphasis for 2007-2008
Continue to support the District-wide efforts for improving supervisory, leadership, and
communication skills among all staff, including opportunities for employee input, in
order to enhance employee morale and the District's work environment. Foster staff
participation in carrying out the District's short and long-term goals and objectives.
Maintain the District's viability as an open space acquisition and management agency,
and support the Coastal Protection Program implementation.
Staff Resources
(Regular, full-time positions unless otherwise indicated)
General Manager
Assistant General Manager
General Counsel
Controller(25%time)
Assistant General Counsel
Management Analyst—Human Resources
Management Analyst—Administration
Senior Administrative Assistant
Senior Accounting Specialist
AdmillistrativeAssistant (Human Resources Technician)*
Receptionist
Network Specialist
Accounting Clerk
Under evalua6on Proposed re-classification
Administration/page 1
2006-2007
Administration Program
Objective
To provide overall coordination, direction and administrative foundation for all District
activities so as to maximize the accomplishment of the Board's policies and directives, to
implement the Action Plan, and to maintain the District's viability as an open space land
purchase and management agency.
Key Projects
1. District Funding—Continue to provide multi-year information/scenarios on District's
long-term finances, including bonded indebtedness and cash flow. Continue to monitor
the availability of grant funds for major land purchase and development projects.
Continue to pursue alternate sources of additional funding for land purchases throughout
the District, including the newly annexed Coastside Protection Area and open space
management needs. Research the need for and financial impacts of additional borrowing
for land purchases.
2. Resource Management—Provide analysis and recommendations on budgeting and
organizational structure and staffing for increased resource management efforts.
3.Records Management- Implement Records Management Program to increase
efficiency in file retrieval and reduce hard copy storage.
4.Land Management Cost Analysis Database- Work with consultant and the
Operations Department to implement the database recommendations from the study and
restructure, as needed, the District's budget format.
5.Succession Planning- Provide all necessary mentoring, training and support to ensure
seamless transitions as District managers and supervisors retire.
6.Connect the field offices with the Administrative Office through a VPN system to
allow field offices access to files, forms and databases.
7. Secure actuarial analysis, as required by GASB45, for the District's Retiree Medical
Benefit plans and make recommendations for method of funding for such benefits.
Other Projects and Activities
1. State Budget—Continue to monitor state budget activities, post Proposition IA.
2. Coastal Protection Program- Provide administrative support in reporting land
purchases to La Honda Pescadero Unified School District, calculating the service
fees due to the School District and San Mateo County Fire and tracking the long
Administration/page 2
term financial impacts of additional land purchases on the coast.
3. Ombudsperson—Facilitate communication and staff assistance as needed to
support the Ombudsperson program and renew the existing contract or recruit for
a new Ombudsperson as necessary.
4. District-wide Database Program—Fund and oversee the completion of the
integrated database program.
5. Administrative Office Expansion—Work with the Planning Department on office
space expansion plans.
6. Web Site—Participate as an active member of the web team and regularly post
Board meetings and minutes.
7. Continue to foster a management team approach for overall management of the
District's activities.
8. Provide financial management and accounting services, including investment of
temporarily idle funds and compliance with new Government Accounting
Standards. Assure compliance with Purchasing Policies through review of all
purchases and ongoing education of staff. Prepare materials for annual audit.
9. Perform administrative and legal obligations as required by State law.
10. Oversee coordination of equipment/infrastructure needs at the main office.
11. Action Plan development and coordination of the program evaluation process.
12. Prepare, monitor, and revise annual budget, as necessary. Coordinate
Administration and Budget Committee meetings.
13. Coordinate preparation and distribution of all materials for the Board's regular and
special meetings.
14. Involve Board of directors in the planning of annual special Board meet�inl � to
be held as part of Board's good Neighbor Policy•, including,, coastal meetings.
15. Provide training, policy development and other proactive risk prevention
processes as recommended by the Calif. Joint Powers Insurance Authority.
16. Continue upgrades of the District's network computer system as needed to
increase efficiency and reliability; provide day-to-day technical support to both
field offices; and continue to assess system, develop resources and manage
technological change and improvements. Provide ongoing computer training to
staff at all three offices.
Administration/page 3
17. Work with other departments to implement and fully utilize database elements
that contain information that is shared by multiple departments per consultant
recommendations.
18. Maintain Board and staff policy and procedure manuals.
19. Continue to use recycled products, whenever feasible, in accordance with the
purchasing policy.
20. Continue uploads of all Administrative Department documents, such as Board
Meetings, Agendas, Minutes and Reports to the web site.
21. Update the procedure manual for all administrative processes related to the
District Clerk responsibilities.
22. Coordinate and perform all activities required for operational and maintenance of
the Guadalupe Land Co.
23. Plan and coordinate the District's annual State-of-the-District event.
24. Provide event support to Public Affairs for District sponsored events including the
VIP tours and the East Bay Regional Parks Board member tour.
Administration/page 4
Human Resources Program
Objective
To provide coordination and direction for human resources activities so as to enhance the
overall quality and effectiveness of the District's work environment for all employees of
the District.
Key Pro*ects
1. Employee Relations/Organizational Communications Program—Continue to
coordinate, monitor, and support positive employee relations and effective
organizational communication. The program consists of methods for improving
communication among all employees and management staff-, employee input
opportunities; enhancing management, supervisory, leadership, and
communication skills; and maintaining a greater emphasis on people management
versus task management.
2. Performance Standards—Assist all departments with timely and equitable
evaluations. Complete meetings with staff and implement new performance
evaluation forms, including training of all supervisors.
3. 3. Conduct Labor Management Meetings
4. aPA413iscuss an update of the District's Employer/Employee Relationship
Resolution
Other Proiects and Activities
1. Plan and conduct recruitment processes for all position vacancies in order to fill
vacant positions as soon as possible. Ensure consistency in hiring procedures.
Provide a comprehensive new employee orientation for all new employees.
2. Administer compensation and benefit programs for all employees.
3. Provide human resources support and employee or labor relations services to all
departments. Maintain positive and productive working relationships with
represented and non-represented employees.
4. Assess training needs, identify training resources and schedule in-house training
programs as needed to develop and improve leadership, management, supervisory,
communications skills and risk management skills.
Administration/page 5
5. Coordinate, plan, and organize the annual staff recognition event on behalf of the
Board. Oversee the staff activities ("Fun") committee. Coordinate and plan other
staff events as needed.
6. Promote and oversee the District's safety program including attendance at all Safety
Committee meetings and facilitating periodic Safety Fairs.
7. Continue expanded utilization of the new HRIS database system with applicable
payroll functions to eliminate duplicate processes.
8. Conduct Meet and Confer(s) with represented employees, as necessary, on Personnel
Rules and various Administrative Policies.
9. Write or revise Administrative Policies and Procedures as needed, including
employee input as part of the process.
10. Continue to provide leadership in the Toastmaster's employee development program.
11. Job Analysis- Complete remaining job analysis for field office positions for fitness
for duty and workers compensation procedures
Administration/page 6
2007-2008
Leaal Services Program
Objective
To provide timely legal services to the Board and to all District Departments; to advise
and assist the Board and staff in developing and implementing District policies,
regulations and ordinances, and in accomplishing District projects in accordance with
law.
Key Proiects
1. REAL PROPERTY—Provide legal advice concerning District real property
matters, including real property purchases, disposition, management, title and
encroachment issues, easement issues, leases, licenses, and permits to enter
District land. Anticipated major projects include;
• Litigation—Continue and complete litigation to resolve property rights issues
at at Coal Creek Open Space Preserve, Fogarty v. MROSD; and at Sierra Azul
Open Space Preserve, MROSD v. L sons.
• Encroachment and Property Rights Claims—Assist Real Property
Department in resolving encroachments including Long Ridge and Sierra
Azul Open Space Preserves; assist in resolution of access easement claims
including Coal Creek, Monte Bello, and Sierra Azul Open Space Preserves;
assist in preparation of new lease or request for proposals for Picchetti
Winery. Continue working with the Real Property, Planning, and Operations
Departments identifying and resolving property rights issues on District land;
assist in resolving trail and land stability issues at Thornewood Open Space
Preserve.
• Land Purchase—Assist Real Property Department in connection with
District ongoing operation and management of Guadalupe Land Co. property
as a corporate asset and investigate options for grant of conservation easement
to an appropriate land trust or government agency (Sierra Azul Open Space
Preserve); assist in transactional documents to accomplish easement
exchanges (Monte Bello and Fremont Older Open Space Preserves).
■ Work with Real Property to assess legal options for District operations
within lands subject to Williamson Act contracts; assist in developing
policy recommendations for such lands.
■ Work with Real Property on drafting grazing and agricultural leases (La
Honda Creek and Skyline Ridge Open Space Preserves).
Administration/page 7
2. PROJECT STREAMLINING
• Development of streamlined District public works and professional consultant
contract forms and procedures.
a Continue to revise existing contract templates to better suit Departmental
needs and improve ease of use including short form contracts for routine
public works projects.
9 Determine how to achieve efficiencies in the contracting process by
measures such as delegation of administrative functions to staff and
accomplishing more routine projects by simpler bidding procedures where
appropriate.
E Provide inter-departmental training on adopted contracting procedures and
forms.
• Development of streamlined CEQA review processes for routine ongoing
projects (e.g., routine structure maintenance, routine preserve maintenance
and drainage projects); work with Planning and Real Property to explore other
approaches to streamline the environmental review process.
• Development of standardized permit to enter District lands for minor projects
requested by government agencies, academic institutions, or other appropriate
entities.
• Continue working with Real Property and Planning Departments to pursue
global solutions to streamline the acquisition,planning and permitting
processes, including a Memorandum of Agreement with Santa Clara County
to identify acquisitions that are exempt from the requirements of the
Subdivision Map Act, and Memorandum of Agreement with San Mateo and
Santa Clara Counties clarifying the consistency of acquisitions with County
planning requirements.
3. UPDATING OF BOARD POLICIES
• Update Use and Management Planning Process and Public Notification Policy
to reflect appropriate and current practices.
• Work with Legislative, Finance and Public Affairs Committee ("LFPAC")to
develop Rules of Procedure on Board Compensation, and Expense
Reimbursement, in response to Assembly Bill 1234; return to Board with
recommended policy for consideration.
Administration/page 8
• Work with LFPAC to develop an appropriate Rule of Procedure on Board
Reconsideration of Agenda Items; return to Board with recommended policy
for consideration.
4. RISK MANAGEMENT—Provide advice and monitor current claims and
litigation against the District; represent the District's interests in insurance and
CAJPIA coverage matters; provide oversight of matters handled by outside
counsel; investigate and maximize insurance coverage for claims filed against the
District; obtain appropriate pollution liability insurance coverage for property
purchases where applicable.
5. HUMAN RESOURCES—Assist in carrying out labor relations functions;
provide legal advice on personnel matters. Anticipated major projects: Continue
to advise on update of District's Personnel Policies and Procedures Manual.
6. COASTAL PROTECTION PROGRAM—Anticipated major projects:
Continue to provide advice concerning legal requirements applicable to
implementing the Coastal Protection Program and LAFCo's Conditions of
Approval; draft and review necessary Program documents, including policies
required by Service Plan; assist in appellate litigation challenging LAFCo's
approval of the Program, Citizens for Responsible Open Space v. MROSD.
7. OPERATIONS—Continue to assist in the development of Cooperation
Agreements for provision of law enforcement and emergency services with sister
agencies; work with Operations in resolving jurisdiction issues to assist in
developing such agreements. Work with Operations to clarify the issue of peace
officer jurisdiction outside of District lands. Determine appropriate policy
recommendations in light of Attorney General Opinion request submitted by
Assemblyman Ruskin; Provide legal support to Resource Management Program,
including obtaining permits to enter adjacent private lands to conduct necessary
resource management projects.
8. PLANNING—Advise on the Navy remediation project at Site 25 (Stevens Creek
Nature Study Area); provide advice concerning resolution of mercury TMDL and
remediation issues at the Rancho de Guadalupe property (Sierra Azul Open Space
Preserve), Driscoll Ranch (La Honda Open Space Preserve); assist in
development of staging area alternatives at Fremont Older Open Space Preserve;
assist in resolution of trail remediation and development projects at Thomewood
Open Space Preserve.
OTHER PROJECTS AND ACTIVITIES
1. Provide legal research concerning historic parcels and chains of title to assist in
resolving real property issues and in support of Planning and Real Property
projects.
Administration/page 9
2. Provide advice concerning legal requirements applicable to the District such as
the Brown Act, conflict of interest laws, election law, and the California
Environmental Quality Act.
3. Assist Departments in bidding processes and contract administration for public
works and professional services contracts.
4. Prepare and review District legal documents such as contracts, easements, leases,
permits, regulations and ordinances.
5. Represent the District's legal interests in matters involving other government
agencies.
6. Advise the District on court rulings and legislation affecting the District and assist
in drafting and pursuing legislation proposed by the District.
Administration/page 10
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-53
Meeting 07-07
March 28, 2007
AGENDA ITEM 2a
AGENDA ITEM
Approval of Fiscal Year 2007-2008 Budget Recommendations
ADMINISTRATION AND BUDGET COMMITTEE RECOMMENDATION
Approve the proposed fiscal year 2007-2008 budget as presented in Agenda Item 2b (Report R-
07-53), and adopt the Administration and Budget Committee recommendations contained in this
report.
DISCUSSION
The charge of the Administration and Budget Committee (the "Committee") is to review the
proposed budget to ensure it reflects a realistic view of projected income with respect to the
financial resources needed to carry out the planned work program (Department Action Plans) for
the coming fiscal year.
The Committee met five times with the General Manager, Assistant General Manager, the
department managers and various staff. After review of the Duties and Responsibilities of the
Committee, the Committee began review of the proposed budget by departments. The review
included consideration of the previous year's budgets, expenditures,projections and the
proposed Action Plan for 2007-2008. The Committee reviewed the requested changes to the
Action Plan made by the Board and approved those changes. The Committee made a few
additional, but minor, changes to Action Plan language that are noted in strike-out version that
the full Board reviewed before final approval earlier at this meeting. The Committee also
reviewed the Capital Improvement Plan, the Five Year Staff Facilities Projections, Operation
Department's Five Year Equipment Schedule, and the Integrated Resource Management Budget
prepared by the Operations and Planning Departments. The Committee reviewed the proposed
budget in relationship to the Operating Growth Guideline and has recommendations as noted
below.
Also, as directed by the Board at the March 22, 2006 Board meeting, the Committee met on
December 12, 2006 to discuss resource management, integrating the Coastside Protection
Program budget into the District's operating expenses, and defining costs associated with land
purchases. The Committee's recommendations on these three items are noted below.
Capital Improvement Program (C.LP) Budget
The Committee reviewed and is satisfied with this year's proposed Capital Improvement
Program adjusted budget, which includes $751,788 for Public Access Improvements and
Planning Projects, $235,000 for Staff and Administrative Facilities and $25,000 for
Unanticipated Capital Improvement projects. The Board approved a new Budget Guideline for
the Capital Improvement Program in 2006 which includes the costs for current and future master
planning processes, regional resource inventories, road and trail inventories and assessment and
grazing plans. The guideline allows for$700,000 averaged over a 5 year period. While this
year's proposed C.I.P. budget slightly exceeds this guideline, the Committee was satisfied that
the proposed budget in light of two factors: 1) the proposed projects are important, and 2) many
of the projects are works in progress with completion dates which cannot be accurately
predicted, resulting in an actual expenditure average for CIP projects of only 64%.
Staff Facilities Growth Guideline
The Staff Facilities proposed budget is $235,000 which includes funds for the Skyline Field
Office expansion/remodel to provide sufficient locker room/restrooms for staff and update the
HVAC system, planning for future expansion of the Administrative Office into the adjacent
tenant space and evaluation of the cost and benefit of installing solar electric panels on the roof
of the Administrative Office. The proposed Staff Facilities budget is below the Staff Facilities
budget guideline.
Operating Budget Growth Guideline
The District's Operating Growth Guideline (Guideline) (attached Exhibit A) currently provides
for an average growth of 7% in operating expenses. Operating expenses include salaries and
benefits, services and supplies, and fixed assets associated with the administration of the
District's five departments. Expenditures for land acquisition, (including costs associated with
land purchases such as appraisals, site engineering fees, and title insurance), debt service,
property management, special projects such as the District book, and capital improvements
(including Planning Projects) are considered outside the Guideline definition. The Guideline was
last amended in 2006.
District Staff recommends an I I% growth in the Operating Budget for fiscal year 2007-2008.
This Operating Budget growth is primarily the result of the following: I)benefits related to the
new five year agreement with the employees and recent state-wide increases in the retirement
costs from PERS; 2)the first time inclusion of Coastal Protection Program costs in the operating
budget; and 3)the cost of a new proposed contract with the Santa Clara County Sheriff's
Department to improve response time. These increases, which represent almost 6% of the
growth, are either new, such as the Coastal Program costs and the Sheriff s contract, or are the
result of changing conditions such as benefit costs required to stay competitive with comparable
agencies. The Guideline allows for adjustments when the budget is significantly impacted by
changing conditions. Furthermore, Operating expenses may exceed 7% in years when tax
revenue growth is anticipated to exceed 5% and the ratio between proposed operating budget and
projected tax revenues is below 50%. According to the Controller, tax revenues are expected
grow by 5.9%. The proposed operating budget will be approximately 51.9% of the projected tax
revenue, but the actual expenditures are likely to be well below the 50%threshold. Based upon
the facts noted above and the guideline language,the Committee recommends a one-time
adjustment to the Guideline for 2006-2007 of$564,933. (See attached analysis- Exhibit B)
The inclusion of ongoing Coastside Protection Program costs(primarily the cost of the Coastside
newsletter mail out) in this fiscal year budget is the recommendation of the Committee. The
Committee did also approve a more detailed list of specific costs related to land purchase which
would be appropriate to exclude from the Guideline, and as such, are excluded from the 2007-
2008 proposed operating budget.
Controller's Report
Controller Mike Foster met with the Committee and presented a financial review of the
following: (1)the fiscal year 2006-2007 projected expenses; (2) the 2005 to 2007 tax revenues;
(3)the 2006-2007 tax revenue vs. budget; (4)the 2007-2008 total revenue estimates; and (5)
cash flow projections over the next ten years. The Committee discussed opportunities to propose
additional debt in order to fund upcoming land purchases; however, the Committee is not
recommending additional debt obligation at this time.
Additional Committee Assignments-Resource Management
The 2006-2007 Committee discussed (as assigned last year) the definition of the Resource
Management Program for budgetary purposes at its December, 2006 meeting. Staff presented
the 2007-2001 Integrated Resource Management budget with this discussion in mind.
In
addition to very obvious exclusions, i.e. staff facilities or solely recreational projects such as
staging areas, further distinction would consider resource protection versus good stewardship of
the land. For example, discing fuel breaks or fire solely as training, would not be resource
management, however, a training fire which accomplished a resource project or road
maintenance for the purpose of controlling sedimentation could be considered resource
protection. Finally, the Integrated Resource Management Budget (attached Exhibit Q now
includes staff hours of all employees who are involved in resource management of District lands,
as proposed in last year's resource management budget. Further defining Resource Management
budget guidelines can best be accomplished as part of the new 5 Year Resource Management
Strategic Plan, of which the entire Board will participate.
RECOMMENDATIONS
The Administration and Budget Committee recommends that the Board:
I. Approve the proposed fiscal year 2007-2008 budget.
2. Approve the adjustment of$564,933 to the Operating Growth Guideline for 2007-
2008.
3. Direct this Committee to meet with District controller M. Foster and management
staff to review income and expenses to facilitate recommendations to the full Board
on additional budget parameters and goals to ensure continued financial health of the
District.
4. Approve the proposed 2007-2008 Integrated Resource Management Budget.
5. Direct this Committee to review the fiscal year 2006-2007 actual versus projected
expenditures after completion of the audit. Midway through the fiscal year, review
the fiscal year 2007-2008 budget and expenditure status, and meet with the Controller
for a review of the District's financial status
Prepared by:
Administration and Budget Committee (Directors Riffle, Siemens, and Davey)
Sally Rice, Assistant General Manager
Contact person:
Curt Riffle, Chair-Administration and Budget Committee
Exhibit A- Operating Growth Guideline
Exhibit B- Operating Growth Guideline Analysis
Exhibit C- 2007-2008 Integrated Resource Management Budget
EXHIBIT A
Budget Growth Guidelines for District Operating Expenses and Capital Improvements
Adopted 3/24/99
Amended 3/27/02
Amended 3/24/04
Amended 03/22/06
This document defines guidelines for"operating expenses" (routine expenses associated with the
day-to-day operation of the District), and "capital improvements" (capital expenses relating to
public access facilities, field operation facilities and administrative facilities).
BUDGET GROWTH GUIDELINE FOR OPERATING EXPENSES
Operating expenses include salaries and benefits, services and supplies, and fixed assets
associated with the administration of the District's five programs. Expenditures for land
acquisition including appraisals, title insurance, legal costs, site engineering, and other various
land acquisition site expenses, property management, special projects, and capital improvements,
including master planning, are considered outside operating expenses.
• This guideline is intended to cover regular operating expenses for the District's five
major programs and includes periodic operating expenses such as large printing projects,
election expenses, minor repairs from natural disasters, normal staff increases, and
program and salary reviews.
• Operating expenses will be tracked and generally should not exceed seven percent growth
from one year to the next provided, however, the Administration and Budget Committee
recognizes that, since this is a guideline, overbudgeting and underbudgeting may occur
and an effort be made to balance growth from one year to the next.
• Operating expenses may on occasion, exceed seven percent in years when tax revenue
growth is anticipated to exceed five percent and the ratio between proposed operating
budget and projected tax revenues is below fifty percent.
• The budget growth guideline can be adjusted when it is significantly impacted by
changing conditions, such as a major shift in program goals. Ongoing expenses
associated with managing lands within the Coastal Protection Area, would be an example
where the baseline could be adjusted.
• Certain non-routine large-scale projects that have a cumulative expense of over$50,000
may be excluded from the guideline. These large-scale projects may or may not result in
major shifts to programs. Examples include preserve master planning, coastal annexation
study and recovery from a major natural disaster.
See attached graph, which shows a ten-year scenario based upon this guideline.
CAPITAL IMPROVEMENTS GUIDELINE
Capital improvements include field staff and administrative facilities in addition to public access
facilities. A five year average should be applied to allow for flattening of substantial fluctuations
that ordinarily occur in the program.
1) Public access improvements include capital projects that enhance public access to
preserves such as roads, toilets, trails,parking, signs and historical preservation.
These projects usually include master planning, design and permits for construction
of new facilities and major repairs to existing facilities. Demolitions which provide
for public use of previously closed areas also fall into this category. Funding is
limited to an average of $700,000 per year over a five year period. Grant income and
donations can be used to offset expenses that exceed the limit.
2) Field staff and administrative facilities improvements include major improvements to
field offices, shops and facilities and the District administrative office. The guideline
for improvements to staff facilities limits the ten-year average of the staff facilities
budget to 3.5% of the District's annual operating budget for that fiscal year.
3) It is the responsibility of the Administration and Budget Committee to review the
proposed Capital Improvement Budget and the Planning work program in order to be
satisfied that the public access aspects of the guidelines are aggressively pursued by
staff. However, it is recognized that fund balances between public and staff capital
improvements will vary year to year.
Attachment B
For Operating Budget,amount Anticipated Ratio of Full
O P E RATING BUDGET ANALYSIS
shown is mid-year adjusted starting � Operating Actual Expenses to
in 2000/01 Tax Revenues is 57.9% for
2007/2008.
14,000,000 ------------- --- ------------- -_---------
Proposed 2007/08 Operating Budget ;
is $311,359 Over Adjusted 7% $12,847,539
13,000,000 Growth Guideline -
12,000,000
Anticipated Expenses for 07/08 [$11,981,286] ;
based on average underspending of($337,119)
11,000,000 over the last 10 years. - -- - -- - - --
Adjusted 7%Growth Line by
10,000,000 $564,933 including:
$382,000 for PERS cost
increases; $78,933 for Coastal
Adjusted 7% Growth Line for Salary and Benefit costs;and $104,000 for a
9,000,000 sheriff's contract.
Increases in the Amount of$436,157 and $150,000 ;
for RSA County Park ;
8,000,000 - - - - - -
7,000,000 ERAF shift starting FY 04-05
6,000,000
Averaged Tax Growth for the
Last 10 Years is 7.8%.
Ir
5,000,000
4,000,000
O°u 00 O� Off' O� O� cO 01 00 °u
►�°�O� ►�°�00' 000' 00�' 00�' 00 O�/ 00Al 00qp
ti ti ti ti ti ti ti ti �
% Operating 1.8% 7.4% 13.5% 12.2% 7.4% 2.7% 0.0% 18.0% 13.4% 11.0% Unknown
Budget Growth
(based on Mid-year)
�7% Growth 2001 -2008 a Operating Budget
--�—Actual Expenditures(Full Budget) —Adusted 7% Growth 08->
Printed:3/8/2007-3:33 PM
EXHIBIT C
Integrat tesource Planning and Managemei -ogram
Budget Summary: FY 2007-2008
Natural Resource Planning and Management Department FY 2007-2008 Budgeted Amount
Project/Description Budget
Cultural/Historic Resources
Master Plans Cultural/Historic Elements Planning Staff time*
Ecological Restoration
Skyline Ridge Tree Farm Restoration Operations $25,000(5211)+ $25,000(5603)=$50,000
Restoration(District-wide) Operations $10,000(equipment purchase-drill seeder)
Pulgas Restoration Operations $4,000(nursery)+$3,000(tree removal)
$7,000
Grassland Restoration Operations $5,000(CDFA)
Environmental Remediation
Hicks Flat Mercury Remediation Planning $12,000
Driscoll Ranch Remediation Real Property $100,000
Planning
Rare,Threatened and Endangered Species
Management
Driscoll Ranch Ponds Management Plan Planning $50,000
San Gregorio Creek Watershed Fisheries Planning Staff time*
Assessment
Rare plant protection Operations Staff time*
Special Status Wildlife Species Surveys Operations Operations- $45,000 (new properties)
Operations-$25,000(marbled murrelet)
Resource Inventory
New Property Assessments Planning Staff time*
Real Property Staff time
Thornewood Resource Inventory&Assessment Planning $90,000
GIS/GPS program infrastructure&maintenance Planning $40,000
Oper ions
Resource Program Planning and Policy Development
Resource Management Policy Revisions Planning Staff time*
Operations Consultants- $5,000
Resource Management 5-Year Strategic Plan Planning Staff time*
Operations
Operations Operations- $10,550
Staff and volunteer training Planning Planning—$6,000
Public Affairs Public Affairs—Staff time*
La Honda Creek Master Plan Planning $86,250
Sierra AzulfBear Creek Redwoods Master Plan Planning $75,000
Staff time estimated as a%of annual salary below
Pagel of
Vegetation Management
Invasive Plant Management&Control District-wide Operations $113,500
Slender False Broom—IPM Contract&Public Operations $100,000
Outreach Program development, Phase 11
Sudden Oak Death Operations $8,000(contractor)+$30,000(research)+
$4,000(supplies)= $42,000
Alpine Pond Vegetation Management Plan Operations $35,000
Grazing Consultant Planning $25,000
Forestry Consultant—Bear Creek Redwoods Operations $20,000
Monitoring
Water Quality Protection
El Corte de Madera Watershed Protection Program Planning $285,000
Guadalupe River Watershed Mercury TMDL Planning
Legal Staff time*
In-stream Water Quality Monitoring Program Planning $76,000
Operations
FEMA Road Repairs Planning $45,000
Thornewood Trails Planning $80,000
Schilling Lake Assessment Planning _$13,500
Rapley Ranch Road Creek Crossing Engineering Planning $27,100
and Permit fees
Regnart Road Culvert Replacement Engineering and Planning $40,000
Permit fees
Long-term permits with Regulatory Agencies Admin Staff time*
Planning Permit fees
Wildlife Management
Wildlife Monitoring Operations Staff time*
Wildlife rescue Operations Staff time*
Pulgas OSP Dusky-footed Woodrat Trail Planning Staff time*
Pig Control Operations $9,000
Staff time estimated as a%of annual salary below
SUB-TOTAL ALL CATEGORIES $1,442,900
Page 2 of 3
Staff Time % Time Sala + Benefits
Planning Department
Planning Manager 50% $70,050
Senior Planner 50% $57,760
Resource Planner 11 100% $113,650
Resource Planner I 100% $99,210
Open Space Planner 1I 2 60% $114,860
Open Space Planner I 75% $58,330
(Open Space Planner I) 50% $29,930
GIS Coordinator 75% $66,610
Planning Technician(2) 60% $84,455
Admin Assistant 25% $17,365
GIS Intern 50% $8,000
Sub-total $720,220
Operations Department
Operations Manager 25% $35,235
Area Superintendents(2) 25% $60,775
Resource Management Specialist 100% $103,000
Resource Specialist 100% $88,395
Resource Intern/Tem or Employee 100% $18,000
Open Space Technicians(OST) 40% $548 070
Seasonal OST 3,500 hours $68,000
Resource Supervisors 2 50% $96,820
Maintenance Supervisors 2) 25% $48,000
Rangers 21 15% $203,940
Sub-total $1,270,235
Real Property Department
Real Property Manager 10% $15,081
Senior Real Property Planner 25% $27,873
Real Property Specialists 2 25% 45,717
Sub-total $88,671
Public Affairs Department
Public Affairs Manager 20% $31,209
Volunteer Coordinator 60% $51,051
Docent Coordinator 10% $9,580
Sub-total $91,840
Administration Department
General Manager 10% $19,844
Assistant General Manager 10% $17,710
Legal Counsel 2 25% $85,31.8
Management Analyst 100 $9,610
Sub-total $132,482
Subtotal-Staff Time $2,303,448
Subtotal-Categories/Projects(see above)
GRAND TOTAL ALL CATEGORIES& STAFF TIME $3,746,348
SABudget\2007-2008\Resource Management\Resource Management Budget Summary.draft03O8O7.doc
Page 3 of 3
II
I
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-53
Meeting 07-07
March 28, 2007
AGENDA ITEM 2b
AGENDA ITEM
Adoption of the Budget for Fiscal Year 2007-2008 including a 2.5 Point Salary
Adjustment for the Office, Supervisory and Management Employees.
i
GENERAL MANAGER'S RECOMMENDATIONS
1) Approve a two and one half-point salary adjustment for the office, supervisory
and management employees beginning the closest pay period to April 1, 2007
2) Approve the following new or revised staff positions:
a. Operations Department: the addition of two Equipment Mechanic
Operators, a half-time Training Coordinator position and the conversion of
the two part-time temporary clerical positions to regular, half time
Receptionists/Administrative Clerks
b. Planning Department: the addition of an Open Space Planner I position
c. Public Affairs: the addition of a Web Content Manager/Writer position
3) Adopt the attached Resolution approving the budget for fiscal year 2007-2008
(Exhibit A) and the amendment to the Classification and Compensation Plan
(Exhibit B) reflecting the two and one half-point salary increase for all District
employees
DISCUSSION
The proposed fiscal year 2007-2008 budget was presented for initial review at your
March 14, 2007 meeting (see Report R-07-43). The budget is presented again for your
final consideration and approval (see Exhibit A).
I
The $51,762,944 budget breaks down as follows:
Land Purchases $30,300,000
Debt Service $7,418,089
Operating Expenses $12,318,405
Property Management $134,250
Public Access Improvements $1,007,200
Staff Facilities $235,000
Other Special Projects $300,000
Coastside Protection $50,000
Total $51,762,944
I
R-07-53 Page 2
A summary of each Department's budget is included in Exhibit B, Fiscal Year 2007-2008
Budget Summary By Department.
Included in the 2007-2008 budget is the two and a half point salary adjustment and the
benefit adjustments for the Midpeninsula Regional Open Space District Field Employees'
Association as approved by you at your August 9, 2006 meeting (R-06-86) as part of a
five-year agreement with the represented employees.
At your August 9, 2006 meeting you also approved certain benefit adjustments for the
Office, Supervisor and Management Employees, which are included in this proposed
budget. The Office, Supervisory and Management employees of the District are not a
represented group; therefore, any salary adjustment proposed for these employees is
approved by the Board of Directors annually. The General Manager's recommendation
included in the attached resolution includes the two and a half(2.5) point salary
adjustment for these employees. No salary increases for the Board Appointee positions
are included in the budget, as the Board approves those after the appointees' annual
evaluations. Any salary increases for Board Appointees will then be included in the
District's mid-year budget process. Also included in the budget and the Compensation
and Classification Plan is the proposed position reclassification of the Administrative
Assistant in Human Resources to Human Resources Technician, as detailed in a separate
staff report, under Item 8 earlier on tonight's agenda.
As noted in the Administration and Budget Committee Report (Agenda Item 2)there is
an adjustment necessary in the 7% operating growth guideline limit, as well as the fact
that the operating budget exceeds 50%of the projected tax revenue for the first time in
the District's history. As a result, in discussions with District Controller Mike Foster and
the Committee, staff feels it would be prudent to engage in further discussions with the
Committee about future budget goals and guidelines to ensure ongoing financial health of
the agency.
Prepared by:
Sally Rice, Assistant General Manager
Contact person:
L. Craig Britton, General Manager
Sally Rice, Assistant General Manager
Attachments:
Exhibit A—Proposed Budget for Fiscal Year 2007-2008
Exhibit B—Classification and Compensation Plan
Resolution Approving the 2007-2008 Fiscal Year Budget
RESOLUTION NO. 07-
RESOLUTION OF THE BOARD OF DIRECTORS OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
ADOPTING BUDGET FOR FISCAL YEAR 2007-2008
The Board of Directors of the Midpeninsula Regional Open Space District does
resolve as follows:
Section One. The budget for the Midpeninsula Regional Open Space District for
the fiscal year 2007-2008 is adopted as set forth in Exhibit A attached hereto.
Section Two. Amend the Position Classification and Compensation Plan as set
forth in Exhibit B attached to the budget report.
Section Three. Upon approval of the Board of Directors, an adjustment to the
New Land Purchases budget category shall be made to reflect any difference between
actual revenue and budgeted revenue as appropriate to fund District operations.
Section Four. Monies are hereby appropriated in accordance with said budget.
Midpeninsula Regional Open Space District Exhibit A
2007/2008 Budget Summary
Proposed
Budget
1. Revenues
A. Tax Revenues 23,714,000
B. Grant Income 3,921,000
C. Interest Income 1,600,000
D. Property Management-Rental Income 846,000
E. Other Income 250,000
TOTAL REVENUES 30,331,000
Change in Reserves (21,431,944)
III. Expenditures
A. Debt Service
1. Interest 5,566,476
2. Principal 1,851,613
Debt Service Subtotal 7,418,089
B. Salaries
1. Board Appointees 376,833
2. Board Appointee Meritorious Awards 0
3. General Manager Appointees 6,108,388
Salaries Subtotal 6,485,221
C. Benefits 2,549,048
D. Director's Fees 25,000
Salaries and Benefits Subtotal 9,059,270
Page 1 of 2
Midpeninsula Regional Open Space District Exhibit A
2007/2008 Budget Summary
E. Services and Supplies
1. Legal Services 97,500
2. Regular Outside Services 176,863
3. Contract Services 993,330
4. Election Expense 0
5. Library and Subscriptions 10,700
6. Management Agreements 50,000
7. Rents and Leases 132,550
8. Utilities 159,850
9. Postage 47,235
10.Printing and Duplicating 41,200
II.Insurance 116,100
12.Advertising 8,700
13.Maps and Aerials 20,350
14.Private Vehicle 13,900
15.District Vehicle 295,500
16.Business Meeting 13,750
17.Personnel Development 127,617
18.Maintenance/Repair of Equipment 31,600
19.Computer Expenses 60,890
20.Office Supplies/Small Equipment 32,100
21.Field Supplies/Small Equipment 200,300
22.Outside Maintenance Services 517,800
23.Permits, Fee, Property Taxes 42,900
24.Miscellaneous 800
25.Communications- Publications 100,150
26.Communications - Special Projects 12,550
27.Volunteer Program 34,150
Services and Supplies Subtotal 3,338,385
F. Fixed Assets
1. New & Prior Land Purchases 30,000,000
2. Real Property Support Costs -
Appraisals, Title, Legal, Engineering
300,000
3. Guadalupe Land Company 0
4. Structures and Improvements 859,200
5. Field/Office Equipment 450,000
6. Vehicles 338,000
Fixed Assets Subtotal 31,947,200
TOTAL EXPENDITURES 51,762,944
Page 2 of 2
\4idpeninsula Regional Open Space T ct Exhibit B
1-usition Classification and Compensatit— ?Ian
Approved 03/28/2007-Effective 04/01/2007
Classification Title Ste D Range Hourly Range Monthly Range Annual Ran
e
Seasonal Open Space Technician 239.5-249.5 $17.560-$19.403 $3,043-$3,363 $36,524-$40,358
Receptionist/Administrative Clerk 246.5-271.5 $18.831-$24.164 $3,264-$4,188 $39,168-$50,261
Farm Maintenance Worker 259.5-284.5 $21,438-$27.510 $3,715-$4,768 $44,591-$57,220
Open Space Technician* 259.5-284.5 $21.438-$27.510 $3,715-$4,768 $44,591-$57,220
Accounting Clerk 261.5-286.5 $21.870-$28.065 $3,790-$4,864 $45,489-$58,375
Administrative Assistant 261.5-286.5 $21.870-$28.065 $3,790-$4,864 $45,489-$58,375
Community Programs Aide 261.5-286.5 $21,870-$28.065 $3,790-$4,864 $45,489-$58,375
Lead Open Space Technician* 269.5-294.5 $23.687-$30.395 $4,105-$5,268 $49,268-$63,221
Ranger 270.5-295.5 $23.925-$30.700 $4,147-$5,321 $49,764-$63,856
Planning Technician 270.5-295.5 $23.925-$30.700 $4,147-$5,321 $49,764-$63,856
Human Resources Technician 272.5-297.5 $24.406-$31.319 $4,230-$5,428 $50,764-$65,143
Senior Administrative Assistant 272.5-297.5 $24.406-$31.319 $4,230-$5,428 $50,764-$65,143
Docent Programs Coordinator 275.5-300.5 $25.148-$32.271 $4,358-$5,593 $52,307-$67,123
Network Specialist 275.5-300.5 $25.148-$32.271 $4,358-$5,593 $52,307-$67,123
Volunteer Coordinator 275.5-300.5 $25.148-$32.271 $4,358-$5,593 $52,307-$67,123
Equipment Mechanic Operator 278.5-303.5 $25.912-$33.251 $4,491-$5,763 $53,896-$69,162
Senior Accounting Specialist 278.5-303.5 $25.912-$33.251 $4,491-$5,763 $53,896-$69,162
Open Space Planner 1 280.5-305.5 $26.434-$33.921 $4,581-$5,879 $54,982-$70,555
Resource Specialist I/Resource Planner 1 280.5-305.5 $26.434-$33.921 $4,581-$5,879 $54,982-$70,555
Public Affairs Specialist 280.5-305.5 $26.434-$33.921 $4,581-$5,879 $54,982-$70,555
Maintenance& Resource Supervisor 285.5-310.5 $27.786-$35.655 $4,816-$6,180 $57,794-$74,162
Supervising Ranger 285.5-310.5 $27.786-$35.655 $4,816-$6,180 $57,794-$74,162
Community Affairs Supervisor 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Real Property Specialist 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
GIS Coordinator" 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Open Space Planner II** 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Resource Management Specialist" 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Support Services Supervisor 295.5-320.5 $30.700-$39.395 $5,321-$6,828 $63,856-$81,941
Management Analyst 299.5-324.5 $31.950-$40.999 $5,538-$7,106 $66,456-$85,277
Senior Real Property Planner" 305.5-330.5 $33.921-$43.528 $5,879-$7,544 $70,555-$90,538
Senior Planner" 305.5-330.5 $33.921-$43.528 $5,879-$7,544 $70,555-$90,538
Area Superintendent 310.5-335.5 $35.655-$45.754 $6,180-$7,930 $74,162-$95,168
Assistant General Counsel 320.5-345.5 $39.395-$50.553 $6,828-$8,762 $81,941-$105,150
Administration/HR Manager 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Operations Manager 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Planning Manager*** 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Public Affairs Manager 327.5-352.5 . $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Real Property Manager 327.5-352.5 $42.244-$54.209 $7,322-$9,396 $87,867-$112,754
Assistant General Manager 345.5-370.5 $50.553-$64.872 $8,762-$11,244 $105,150-$134,933
Note: Does not include Board appointees:General Manager,General Counsel,and Controller
Seasonal Open Space Technician salary range minimum is 20 points below Open Space Technician.
*OSTs will receive an additional 1%stipend for Class A or B license;Lead OST for Class A. "Will receive an additional 4%stipend for Masters
degree in a related field ***Will receive an additional 4%stipend for Landscape Architecture license used for District business
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-41
Meeting 07-07
March 28, 2007
AGENDA ITEM 3
AGENDA ITEM
Proposed License and Management Agreement with Peninsula 9pen Space Trust for the Orchard Area of
the Stevens Canyon Ranch Property within Saratoga Gap Op SpacePreserve
GENERAL MANAGER'S RECOMMENDATI
1. Determine that the recommended actions are categorically exempt from the California
Environmental Quality Act(CEQA)as set out in this Report.
2. Authorize the General Manager to execute the License and Management Agreement(the
"License")with Peninsula Open Space Trust.
BACKGROUND(see map)
On December 13, 2006, the Board of Directors approved the purchase of the Stevens Canyon Ranch
property from Peninsula Open Space Trust(POST)as an addition to Saratoga Gap Open Space Preserve
(see Report R-06-147). The Terms and Conditions of the purchase noted that POST had engaged the
services of a professional arborist to prepare a Management Plan for the orchard on the property and that
District staff were working with POST to prepare a License Agreement for POST's continued use and
management of the orchard. The Preliminary Use and Management Plan directed staff to work with
POST to develop an Orchard Management Plan.
Stevens Canyon Ranch is a 238.15-acre property located in the Cupertino foothills along Stevens Canyon
Road. It was recently incorporated into Saratoga Gap Open Space Preserve, and is located southerly of
Monte Bello Open Space Preserve and(Lower) Stevens Creek County Park. Situated on the north-facing
slopes of Stevens Canyon, the property's diverse landscape includes grassland,meadows, orchards,and
redwood groves along year-round creeks in deeply cut canyons. The landscape attracts a variety of
wildlife and offers outstanding recreational opportunities. The property had been a family ranch since the
1880s. An old stone winery with an upper residence,the weathered outbuildings and the apple and pear
orchard are visible reminders of the agricultural heritage of Santa Clara Valley.
DISCUSSION
The Stevens Canyon Ranch Orchard Management Plan, Exhibit C to the License,makes detailed
recommendations for POST's use in the management of the orchard. The Orchard Management Plan was
prepared for POST by Jered Lawson of Pie Ranch,LLC under a grant from the Turner family. The Plan
describes the existing conditions,outlines horticultural practices to be implemented,describes plans for
volunteer participation, and provides references for area experts in the care and maintenance of fruit trees.
For tree care,the Plan recommends twice yearly pruning,yearly crop thinning,harvesting apples and
pears in the appropriate season for each variety, and mowing or discing in the orchard rows to control
weeds and increase water percolation. The District will be the source of the mowing and wood chipping
equipment, as has been the practice arranged in previous years. Orchard-related resource management
R-07-41 Page 2
activities encompassed in the Management Plan include weed control and brush removal in the orchard
area and limited erosion control near drainages that cross the orchard. The maintenance and harvest work
is to be completed primarily by volunteers,and is expected to entail 6-8 annual work days for 8-12
volunteers each. POST plans to involve local organizations, including Pie Ranch LLC and Village
Harvest, in the harvesting and use of the apples and pears. The value of the recommended management
activities exceeds $5,000, as outlined in the Orchard Management Plan.
CEQA COMPLIANCE
Project Description
The project consists of a License and Management Agreement for the Orchard area of the Stevens
Canyon Ranch portion of Saratoga Gap Open Space Preserve. During the term of the License,the land
will be preserved as open space and its existing condition maintained and improved. Orchard
maintenance activities include pruning, minor brush removal, and incidental grading.
CEQA Determination
The District concludes that this project will not have a significant effect on the environment. It is
categorically exempt from CEQA(California Environmental Quality Act)under Article 19, Sections
15301 and 15304 of the CEQA Guidelines as follows:
Section 15301 exempts operation,repair, maintenance,permitting,leasing, licensing,or minor alteration
of existing public or private structures, facilities,mechanical equipment,or topographical features,
involving negligible or no expansion of use beyond that existing at the time of the lead agency's
determination. The License and Management Agreement specifies the property will be operated and
maintained in a natural condition and that there will be no expansion of use;the property will be closed to
the public with limited use by permit only.
Section 15304 exempts minor alterations to land that do not affect sensitive resources. Methods for
orchard management include pruning,minor brush removal,and incidental grading.
TERMS AND CONDITIONS
License and Management Agreement
The License allows POST to conduct resource management related activities and to hold fundraising and
other special events in the orchard area of the property(see Exhibit 1). The term of the agreement is ten
years,unless otherwise terminated at an earlier time. No direct compensation will be associated with the
License for either POST or the District.
As outlined in the Orchard Management Plan,the activities permitted under the License include fruit
harvest,pruning,brush clearing,and other general maintenance of orchard health. These activities will
often involve the participation of volunteers. Special events such as picnics,docent-led programs or other
gatherings are also permitted. At all times during the Tenn, POST agrees to manage the Orchard for the
purpose of improving existing scenic,historic, agricultural, and environmental resources. POST has
further agreed to notify both the District and the tenant in residence of scheduled activities.The License
does not restrict the District's use and management of the Orchard area of the Stevens Canyon Ranch
property.
Prepared by:
Stella Cousins, Open Space Planner
Contact person:
Michael C. Williams,Real Property Manager
` G
F .
ti
�'� it � : _ � Kt \�'•� �r ii .pi�, r t i -
• t i
LICENSE AND MANAGEMENT AGREEMENT
THIS LICENSE AND MANAGEMENT AGREEMENT ("License") is made by and
between the PENINSULA OPEN SPACE TRUST, a California non-profit, public benefit
Corporation ("POST"), and the MIDPENINSULA REGIONAL OPEN SPACE DISTRICT,
a California special district formed pursuant to Section 3 of Chapter 3 of Division 5 of the
Public Resources Code ("DISTRICT").
WHEREAS, DISTRICT owns a certain parcel of real property, commonly known as
"Stevens Canyon Ranch" ("Property"), a part of the Saratoga Gap Open Space Preserve
located within an unincorporated area of Santa Clara County as generally depicted in Exhibit
A attached hereto and incorporated herein by this reference; and
WHEREAS, DISTRICT purchased the Property from POST by a Purchase Agreement
executed on December 13, 2006, in which POST conveyed the Property to District at a
discounted purchase price below the fair market value and anticipated that as part of the
consideration for the purchase POST would request the ability to conduct the activities set
out in this License; and
WHEREAS, POST desires to use, and DISTRICT desires to license use, of a certain portion
of the Property commonly known as the"Orchard", with access thereto, both as generally
depicted on Exhibit B, attached hereto and incorporated herein by this reference; and
WHEREAS, DISTRICT has determined that POST's activities under this License will
further the DISTRICT's purposes and be for the benefit of the property and the District's
constituents;
NOW THEREFORE, POST and DISTRICT (collectively, the "Parties") agree as follows:
1. License for Term. DISTRICT licenses use of the Orchard to POST, solely for the
purposes and upon the terms and conditions set forth herein, effective upon full execution
hereof, which shall be its Effective Date, for a term of ten years ("Term") unless sooner
terminated as otherwise permitted herein.
2. POST Use. POST shall have the right to use and operate the Orchard for all
reasonable purposes contemplated hereunder, including but not limited to, the proper care of
the trees comprising the Orchard, such as pruning, harvesting, and resource management
activities related to Orchard health, and for POST special events, environmental education,
and docent-led hikes. POST agrees to notify DISTRICT at least seven(7) days in advance of
all special and educational events and docent-led hikes pursuant to Paragraph 5 hereof.
3. DISTRICT Use. DISTRICT retains all of its rights as fee owner of the Orchard,
including,but not limited to, the right to use and operate the Orchard for its own open space
and recreational purposes, resource management, environmental education, special events,
and docent-led hikes. District will take reasonable steps to notify POST sufficiently in
advance of such District activities.
1
4. Management and Maintenance. At all times during the Tenn, POST shall manage
and maintain the Orchard in a reasonable and prudent manner so as to preserve or improve its
existing character, provided however that POST shall not be obligated to make any material
capital improvements to the Orchard. Throughout the Term and any extension thereof,
POST agrees to manage the Orchard for the purpose of maintaining and improving the
existing scenic, historic, agricultural, and environmental resources. Except as otherwise
specifically set forth herein, POST shall be solely responsible for the management of the
Orchard during the Term, for the conditions thereof, and for all activities conducted by POST
thereon. POST may undertake such other activities as POST deems necessary or appropriate
for the prudent management of the Orchard subject to the provisions of Exhibit C, "Stevens
Canyon Ranch Orchard Management Plan" ("Plan"), attached hereto and incorporated herein
by this reference. In the event DISTRICT determines that, for sound management of the
Orchard, or for DISTRICT's operational purposes the Plan should be revised, supplemented,
or replaced, POST and DISTRICT shall collaborate in good faith to develop and agree upon
such revisions, supplements, or replacements to the Plan. POST agrees to notify DISTRICT
at least seventy-two (72) hours in advance of any routine maintenance activities pursuant to
Paragraph 5 hereof.
5. Notice of Use. Pursuant to the obligations set forth in Paragraphs 2 and 5 hereof,
POST shall annually notify DISTRICT by January 1 of each year of a general schedule of
covered activities POST desires to carry out under the License for that calendar year by
written notification to the attention of the Operations Department at the address set out in
Paragraph 14(E)below and shall provide a telephonic or facsimile confirmation of each
event or activity actually scheduled, not later than seventy-two (72)hours prior to its
occurrence, to the Skyline Area Superintendent at 650-949-1848 (telephone) or to 650-691-
1781 (facsimile). In the event that a scheduling conflict arises from activities otherwise
permitted hereunder and not reflected on the annual notification, POST and DISTRICT shall
coordinate to the maximum extent feasible to achieve each Party's ends, subject always to
DISTRICT's sole determination of acceptable time,place and manner of use. POST shall be
responsible for prior notification of Tenant of all scheduled activities permitted hereunder.
6. Patrol. DISTRICT will patrol the Orchard in a manner consistent with patrol of
adjacent DISTRICT holdings to promote the Orchard being kept in a safe and sanitary
condition and that deleterious or incompatible uses of the Orchard are discouraged. Should
any trespass or other unauthorized use or activity occur upon the Orchard, DISTRICT may
exercise its authority to correct these matters including, where necessary, enforcing
DISTRICT regulations and ordinances. Except as otherwise specifically set forth herein, the
Orchard shall remain subject to the operation, control and management of DISTRICT and
subject to all applicable DISTRICT ordinances.
7. Indemnification. Except as otherwise agreed herein, each party shall hold the other
harmless from, and defend and indemnify such other party, its directors, officers, employees
and agents, against any and all claims or liabilities for injury or damage to any persons or
property howsoever occurring or commencing during the Term, in, on, or about, or arising
from, any condition of the Orchard, attributed by a court of competent jurisdiction to such
other party or from any act, neglect, fault or omission by such party with respect to that
party's responsibilities set out herein.
2
8. Insurance. During the Term, POST shall maintain in full force and effect a
commercial general liability insurance policy or policies applicable to the Orchard and
POST's activities hereunder, with limits of liability of no less than Two Million Dollars
($2,000,000.00) combined single limit for bodily injury and property damage liability in
aggregate and One Million Dollars ($1,000,000) combined single limit per occurrence. An
authorized insurance agent or broker must complete, execute and provide DISTRICT with a
Certificate of Insurance (ACORD 25-5, or a successor or comparable form, subject to prior
approval by DISTRICT) naming DISTRICT as an additional insured under such policy or
polices before POST may engage in any activities on the Orchard pursuant to this License.
9. Compliance with Laws. POST shall comply with any and all federal, state, and local
laws, statutes, codes, ordinances, regulations, rules, orders, permits, licenses, approvals and
requirements applicable to the use and occupancy of the Orchard by POST and POST shall
not commit and shall not knowingly permit others to commit waste upon the Orchard.
10. Surrender of Property. Except as otherwise provided in this License, and subject to
acts of God, upon expiration or earlier termination of the License, to the maximum extent the
same is reasonably within the control of POST, POST shall surrender the Property in
substantially the same condition as it was in upon the Effective Date, except for any changes
to such condition made or caused to be made by the DISTRICT or any of the DISTRICT's
agents or representatives.
11. Utilities. District shall not be obligated to provide any utility service or utility
connections to the Orchard, or otherwise, for use by POST.
12. Tenant. POST acknowledges that DISTRICT maintains a residential tenancy on the
Property and agrees at all times to respect the privacy and private property of Tenants.
13. Assignment. POST may not assign this License to any other party without the prior
written consent of DISTRICT, exercised in DISTRICT's sole discretion.
14. Right to Terminate. DISTRICT shall have the right to terminate this License upon no
less than 180 days prior written noticed to POST, in the event DISTRICT determines that
such action is necessary or appropriate to accomplish DISTRICT's mission or operations.
15. Miscellaneous Provisions.
A. Severability. If any term or provision of this License, or the application to any
person or circumstance, shall to any extent be invalid or unenforceable, the
remainder of this License, or the application of such term or provision to persons
whose circumstances other than those as to which it is held invalid or unenforceable,
shall not be otherwise affected.
B. Successors and Assigns. Subject to the limitations set forth above, the terms,
conditions and covenants of this License shall be binding upon and shall inure to the
benefit of each of the Parties,their heirs, personal representatives, successors or
assigns, and shall run with the land.
C. Writing. No waivers, amendments, License Term extension, alterations or
3
modifications of this License, or any agreements in connection with this License,
shall be valid unless in writing and duly executed by both POST and DISTRICT or
their respective successors-in-interest.
D. Construction. The captions appearing in this License are inserted only as a matter of
convenience and in no way define, limit, construe or describe the scope or intent of
such sections of this License or in any way affect this License. Any gender used shall
be deemed to refer to any other gender more grammatically applicable to the party to
whom such use of gender relates. The use of singular shall be deemed to include the
plural and, conversely, the plural shall be deemed to include the singular.
E. Notice. Any notice, demand, or request required hereunder, except as set forth in
Paragraph 5 above, shall be given in writing at the addresses set forth below by any
of the following means: (a)personal service; (b) telephonic facsimile transmission;
(c) nationally recognized overnight commercial mail service; or(d) registered or
certified, first class U.S. mail, return receipt requested.
DISTRICT: Midpeninsula Regional Open Space District
330 Distel Circle
Los Altos, CA 94022
Attn: General Manager
TEL: (650) 691-1200
Facsimile: (650) 691-0485
POST: Peninsula Open Space Trust
222 High Street
Palo Alto, CA 94301
Attn: President
TEL: (650) 854-7696
Facsimile: (650) 854-7703
Such addresses may be changed by notice given in the manner provided herein. Any
notice, demand or request sent pursuant to either clause(a) or(b), above, shall be
deemed received upon such personal service or upon dispatch by electronic means
(provided,however, that a dispatch by facsimile transmission that occurs on any day
other than a business day or after 5:00 p.m. Pacific time shall not be deemed received
until 9:00 a.m. Pacific time on the next business day). Any notice, demand, or
request sent pursuant to clause (c), above, shall be deemed received on the business
day immediately following the day of deposit with such commercial mail service
prior to their last scheduled time for receipt of mail for next-day delivery and, if sent
pursuant to clause (d), above, shall be deemed received ninety-six (96)hours
following deposit in the U.S. mail.
F. Authority to Sign. The Parties executing this License on behalf of POST and
DISTRICT represent that they have authority and power to sign this License on
behalf of POST and DISTRICT, respectively.
G. Conflict of Laws. This License shall be governed by and construed pursuant to the
laws of the State of California with proper venue in Santa Clara County.
4
H. Attorneys' Fees. If either party should bring suit or seek arbitration under this
License, because of the breach of any provision of this License, then all costs and
expenses, including reasonable attorneys' fees, incurred by the prevailing party
therein shall be paid by the other party, which obligation on the part of the other
party shall be deemed to have accrued on the date of the commencement of such
action or arbitration and shall be enforceable whether or not the action is prosecuted
to judgment.
I. Waiver. The waiver by either party of any breach of any term, covenant, or
condition herein contained shall not be deemed to be a waiver of any subsequent
breach of the same or any other term, covenant or condition herein contained, nor
shall any custom or practice that may arise between the Parties in the administration
of the terms hereof be deemed a waiver of, or in any way affect, the right of POST or
DISTRICT to insist upon the performance by DISTRICT or POST in accordance
with said terms.
J. Time. Time is of the essence with respect to the performance of every provision of
this License in which time of performance is a factor.
K. Prior Agreements. This License contains all of the agreements of the Parties with
respect to any matter covered or mentioned in this License, and no prior agreement
or understanding pertaining to any such matter shall be effective for any purpose.
POST AND DISTRICT, by their execution below,agree to the terms of this License and
Management Agreement.
PENINSULA OPEN SPACE TRUST,
a California non-profit,public benefit corporation
By:
Audrey C. Rust, President
Date:
MIDPENINSULA REGIONAL OPEN ATTEST:
SPACE DISTRICT By:
Sally Rice
By: District Clerk
L. Craig Britton
General Manager APPROVED AS TO FORM:
Date: By:
Susan M. Schectman
General Counsel
5
EXHIBIT A:
STEVENS CANYON RANCH LOCATION MAP
1, �1; NfN
rr
LJ
,
a
: T
_ r
F
FrT Tr
pper
a�
�Ji l
'...,. tevens N-Mentee4lo %Y .. P,cc h eld
P n4
Ra nch
onfe
C ofinty. V ` :� �7 �. O ,en -„ „ Lr `.., ,
;� Open Al �r Space
"Park -�'._� i, Space ;Preserve
- l reserve Ytf
- ...._. _ Ste reek
r ✓
y �
4- l
County Park r y
'' Saratoga ,.,..c \",,✓ r'� � \` �t `-i.
w
Gap
Open
Stevens Ca on - ) }-
,o .. .._ t space G -Ranch
238 Act il_. L i•�.. r* .. I.
r� v J
� �l Preserve }
J �
n
? � r
r
¢) • 1 1���
�._,..,
f e Saratoga=Gap
3 ` Open Space
c ; (Preserve -... 1
o
�"dto
no
1
a
0 0.25 0.5 1 e
Miles
EXHIBIT B
ORCHARD AREA OF PROPERTY
401
IF
3/r E�� +y�gyi�.`S � i i� � 4'�M1 �, •A, � y �3 Y '3. �� _
�• y *z i nt fk,
�'• `� ,r } fit` -� ` ++ '4` tJr. � }C�+ ;����'S�'s � �' �F f t i� e �'�"t
�,� ,�, , � `tali "'` t a 'v •�.�`
� .•iF ���.'�` .r^!�"�?�. '� ,�� � ',� _ • �"s��s';.�1:�: . fir. .
' 5 a
r - -
x
n I
Yt
Orchard Area e
0 200 400 800
�' Access Road Feet
CanyonEXHIBIT C
Stevens • •
- 1` .M 1.1•.t � . x M, ,t'� �t � y3�, � `4 � if I'1'7i/fJ
Management
Plan
September 00•
Prepared •
Jered Lawson
• • Box 138
Davenport, 95017
Peninsula Open Space
111 Sand Hill Road,
Menlo Park, 94025
Stevens Canyon Ranch Orchard Management Plan
TABLE OF CONTENTS
I. Introduction
ProjectHistory........................................................................................3
Purpose of the Plan.................................................................................5
II. The Stevens Canyon Ranch Orchard
OrchardHistory......................................................................................6
OrchardLayout......................................................................................7
OrchardFruit...........................................................................................9
III. Basic Orchard Management
FruitTree Care,...................................................................................... 10
• Pruning
• Thinning
• Harvest
Orchard Grounds Care,.......................................................................... 14
• Debris Clearing
• MowinglDisking
• Weeding
Supplemental Activities......................................................................... 17
• Fertilization
• Pest Control
• Planting New Trees
IV. Management Concerns
Invasive Species..................................................................................... 18
Erosion 20
V. Existing Resources and Needs
Volunteers...............................................................................................21
Professionals.......................................................................................... 22
Equipment.............................................................................................. 24
Facilities..................................................................................................28
Additional References............................................................................29
Figures
1. Stevens Canyon Ranch Locator Map
2. Stevens Canyon Ranch Orchard Map
Appendices
A. Annual Management Calendar
B. Approximate Management Costs
2
Stevens Canyon Ranch Orchard Management Plan
I. INTRODUCTION
PROJECT HISTORY
In December 2004, the Peninsula Open Space Trust(POST)purchased the Stevens
Canyon Ranch, located in the foothills of Cupertino, for$6.1 million, with the help of a
$5 million grant from the Gordon and Betty Moore Foundation. This 240-acre gem
boasts a variety of natural habitats including grasslands, riparian and oak woodlands,
mixed evergreen forests and towering redwoods, all tied together by a network of old
farm roads that serve well as trails.
The Ranch's diversity of natural resources is complemented by a rich cultural history.
The area's first inhabitants were Ohlone Indians,who left behind rounded-out mortar
j holes in numerous boulders on the property where acorns were ground into flour. It is
believed that the ranch, as well as much of the nearby land in Stevens Canyon, was
homesteaded by the Bordi family in the mid 19`''-centurty, around the time of the Gold
Rush. The Bordis obtained official title to the land in 1857. The house on Stevens
Canyon Ranch, supported by peeled redwood logs and redwood beams, was probably
built shortly after.
The Bordis cleared and terraced about 40 acres of the property for a vineyard. The
Bordis were licensed to produce wine for religious purposes during Prohibition—and
reportedly also supplied area speakeasies. Old oak wine casks can still be seen in the
wine cellar beneath the main house,hidden behind the 1920's era"Painted Lady"doors
that invoke a faded spirit of revelry.
� C
a �R
fir. r
s
Stevens Canyon Ranch Orchard Management Plan
Some of the cleared land was also used for growing fruit trees, and perhaps nowhere does
the Stevens Canyon Ranch's cultural and natural resource value come together so
strikingly as in the 6-acre orchard behind the main house. These level grounds, a rarity
in the steep and rugged Stevens Canyon, are planted with stately apple,pear, and almond
trees, some of which may be more than 100 years old.
f
i
y
The charminghistoric orchard is the only orchard on POST-owned property and one of a
Y P P Y
diminishing number of orchards remaining in Silicon Valley, which was formerly known
as the "Valley of the Hearts Delight" due to its vast landscapes of fruit and nut trees,
which covered over one hundred thousand acres in Santa Clara County. As such, the
Stevens Canyon Ranch Orchard is an important link to the area's heritage.
While management responsibility over most of the Stevens Canyon Ranch has been
transferred to the Midpeninsula Regional Open Space District (MROSD), POST has
retained responsibility for the care of the orchard area. POST's goal is to maintain a
beautiful, healthy, and productive non-commercial orchard in order to create a special
place where visitors can enjoy the wonderful setting among the trees, take in the beauty
of the blossoms and taste fresh fruit each year.
In early 2006, POST received a grant from the Turner family to support the Stevens
Canyon Orchard. A primary purpose of the grant is to provide resources for POST to
begin orchard maintenance activities and to develop a sustainable management plan for
ongoing orchard care. This Stevens Canyon Ranch Orchard Management Plan was
created to fulfill that purpose.
4
Stevens Canyon Ranch Orchard Management Plan
PURPOSE OF THE PLAN
The purposes of this plan are:
• To catalog the Stevens Canyon Ranch Orchard's existing trees and layout;
• To outline horticultural strategies that will facilitate a healthy,productive, non-
commercial and organic orchard at Stevens Canyon Ranch;
• To identify management threats to the orchard and highlight mitigation options;
• To assess the potential use of volunteers in order to sustain orchard management
activities with minimal cost; and
• To provide a references to experts, contractors, and other resources that can assist
POST in orchard management.
The plan proceeds by describing the orchard and trees in Section II. Section III outlines
the different activities required to maintain the Stevens Canyon Ranch Orchard. For each
one of these required activities, a recommended annual timeframe for completion is
presented, along with equipment needs and estimated costs. In addition, the potential for
use of volunteers is assessed. Some optional orchard management activities are also
described. Section IV follows a similar format in discussing mitigation of several
specific management issues or threats to the orchard grounds. Finally, Section V
provides an inventory of existing resources and resource needs, as well as references for
further information and assistance.
The Appendices provide an annual calendar and an approximate annual budget for
orchard management activities, again highlighting the potential use of volunteers where
appropriate.
r
M
5
Stevens Canyon Ranch Orchard Management Plan
11. THE STEVENS CANYON RANCH ORCHARD
ORCHARD HISTORY
The Stevens Canyon Ranch is host to a beautiful orchard that has seen many seasons and
fed countless people—as well deer,coyotes, and other resident wildlife. A walk through
the orchard in any season is both a magical look into the past days of the fruit orchards of
Santa Clara Valley and a look forward into the still yet to be bountiful harvests that will
feed young and old with the sweet treats the trees offer. The orchard also provides an
ideal environment for gatherings and meetings, and an abundance of volunteer
opportunities.
The orchard fields were probably cleared in the 1850s or 1860s. Stones from the rocky
soil were gathered and used to build retaining walls that can be seen around the house,
beneath the road, and in other places on the property. The orchard west of the house,
which includes a variety of old fruit trees and large walnuts and chestnuts, was probably
the first area to be planted. The orchard probably expanded to the area east of the house
subseqently, perhaps replacing some of the vineyards after the Bordis stopped producing
wine commercially in the 1920s. Trees were planted or replanted over the years.
The historical management practices of the orchard are uncertain except for evidence of
equipment that indicates a particular activity, such as a tractor,disk, and spray rig.
Fertilizers and pesticides have been used in the orchard, though not for at least the past 5
to 10 years. An irrigation line was extended to serve the orchard at some point, though
recently it has been dry-farmed. Seasonal pruning over the years has left well-crafted
branching structure for most of the aging trees.
For much of its history,the orchard was operated for at least some commercial purposes,
with fruit being harvested and sold to area markets, processors, and canners. However,
the orchard is no longer commercially viable, due to its remote location and relatively
small acreage. In addition, the decline of the orchard industry in Silicon Valley has led to
a dramatic reduction in the orchard-related infrastructure and expertise in the area.
The orchard has not been managed for commercial fruit production for at least the last ten
to twenty years. Instead, it has been managed with a minimum of labor and materials
inputs. The fruit has been picked and processed by residents for home use or for
donation to local charities or food banks.
6
Stevens Canyon Ranch Orchard Management Plan
ORCHARD LAYOUT
The Stevens Canyon Ranch Orchard is situated on a relatively flat area located on the
south side of Stevens Canyon Road, which runs along the Ranch's northeastern border on
the south bank of Stevens Creek (figure 1). The orchard is adjacent to the main ranch
house, which can be accessed via a driveway at 16891 Stevens Canyon Road.
The area immediately west of the house, between the house and the picnic area includes
some untended apple, plum, and chestnut trees. Because it is overgrown and has not
always been tended along with the main orchard on the east side of the house, it is not
considered in this report.
For management and reference purposes, the orchard east of the house can be divided
into three main areas:
Main Terrace: The Main Terrace comprises
the largest and most scenic portion of the f
orchard, consisting of 2 acres immediately "
behind the residence. There are approximately +
55 apple trees. Among these, about half are
the largest and oldest of the trees, and the rest
are younger trees which are smaller and
somewhat less robust. Most of the apples are
the slow-ripening greenish-yellow Pippin
variety. There are two apple trees, including
one in the first row,that produce a slightly red
apple whose variety is yet to be determined.
Further east, the apple trees give way to markedly younger and smaller Bartlett pear trees.
There are approximately 46 Bartlett pear trees in this area (this estimate includes some
trees that may not be normally counted as a functioning fruit tree by the commercial
farmer,but may produce possibly some fruit in better years.) There are also six almond
trees in this part of the orchard. Coyote brush and broom is encroaching on one or two
rows of pear trees at the very back of the Main Terrace.
7
i
Stevens Canyon Ranch Orchard Management Plan
Hillside Terrace: The Hillside Terrace is a
long, narrow, sloped terrace located
immediately south of the Main Terrace, along
the orchard's only road. It is about 1 acre and
is separated from the Main Terrace by a brushy
berm along the road embankment. This area
features 73 mostly small Barlett pear trees.
There is heavy growth of coyote brush, poison
oak, and broom in portions of the Hillside
Terrace.
Almond Terrace: Furthest from the house lies
j the 1.5-acre Almond Terrace, which includes
several old fruit trees and almond trees. The
Almond Terrace has a more open and scatteredk`
character than the rest of the orchard, with no - ^�
distinct tree rows. There are also a handful of
wild plum trees growing up around the almond ,,.
stumps and around the edges of the orchard.
Figures 2 depicts the location and layout of the Stevens Canyon Ranch Orchard.
8
�I
Stevens Canyon Ranch Orchard Management Plan
ORCHARD FRUIT
Pippin Apple: The Pippin is a
yellow-green apple with pale
yellow flesh. It is typically
harvested in October and keeps
well, continuing to sweeten in
flavor through the next several ,
months. It has a sweetness and a
a tartness, and is known as an
excellent apple for cooking and
juicing.
The most common American
variety of Pippin apple was
originated on Long Island in 1759 and is said to have been enjoyed by George
Washington, grown by Thomas Jefferson, and exported to England by Ben Franklin. It is
the oldest commercially grown type of apple in the United States. It is one of the all-time
classic American apples, although it has been eclipsed in popularity by the Granny Smith.
Bartlett Pear: Bartletts have
a classic shape that is round
on the bottom and tapers off
toward the stem. They come
in yellow and red varieties.
They are usually harvested in
late August or September.
They are harvested when
mature, but before they fully
ripen. They should ripen off
the tree. If they ripen on the
tree, they become overly
gritty. Bartletts have a sweet,
juicy, smooth flavor and are
excellent for eating and canning. They do not keep long once ripe.
The Bartlett is the most popular pear in America and a very common orchard variety. It
originated inI7`''-century England, later crossed the Atlantic, and came out to California
during the Gold Rush.
i
9
Stevens Canyon Ranch Orchard Management Plan
111. BASIC ORCHARD MANAGEMENT
FRUIT TREE CARE
Pruning
Pruning is the intentional cutting back or removal of branches from the fruit tree,
including dead, diseased wood and unproductive or excessive growth.
Pruning serves several purposes in fruit trees. First of all, it creates a balanced and strong
tree structure that can provide maximum support to fruit-bearing branches as well allow
sunlight to penetrate all depths of the canopy. Controlling the size and shape of the tree
by pruning also facilitates orchard management by allowing all parts of the tree to be
easily reached during harvest, for example, or allowing sufficient clearance under lateral
branches for a tractor or mower.
Secondly, removing dead or diseased wood improves the health of the tree by preventing
disease from spreading in the tree. Removing excessive growth such as prolific shoots,
on the other hand,helps direct the energy of the tree to those branches and buds that can
grow and support fruit,producing larger, sweeter fruit. Cutting back branches
selectively actually helps invigorate the rest of the tree. The tree's energy and growth
tends to focus in the growing tips on the ends of branches, called"leaders." Cutting back
these leaders helps distribute growth and activity further back on the branch.
Most of the apple and pear trees have been well pruned over the years and have good
basic structural integrity and shape. The primary type of pruning that is necessary
involves shortening
cuts to keep growth contained, as well as basic pruning of dead or
injured branches. The almond trees generally do not need to be pruned.
Every year, "mummies" (last year's remaining fruit) should be removed, and new growth
should be cut back, at a minimum, so as not to extend beyond the main branch structure.
Excessive new branching, especially branches growing up or down that are unlikely to
bear fruit, can be cut back to the point of origin. Remaining leaders should also be
trimmed by several inches to invigorate the tree. In addition,dead or injured branches
should be removed every year.
Cuts of larger branches or deadwood should be made back to the origin of the branch and
should be as flush as possible with the primary branch (e.g., "stubs" should be
minimized.) In addition, branches that threaten to rub into other branches should be
removed.
All cuts should be made with a sharp blade so as to be as clean and smooth as possible.
Timing: Pruning must take place every year, and ideally twice a year. Major pruning
should take place in the winter, while the tree is dormant (January-March), so
unnecessary branches can be removed before the tree begins producing fruit. Winter
pruning also allows maximum visibility of branch structure. Another pruning can be
10
Stevens Canyon Ranch Orchard Management Plan
done during the summer to remove additional deadwood, as it is easiest to identify when
the tree has leaves. Summer pruning can also serve cut back excess growth and allow
more light into the tree.
Equipment: Pruning loppers can be used to remove branches less than approximately
I Ih inches in diameter. Pruning saws can be used to remove larger branches. Pull-
pruners can be used to reach some higher branches from the ground. Three-legged
orchard ladders, which are designed to be steady on uneven ground, are required to reach
the upper canopy of some of the larger trees.
Estimated Cost: Pruning the orchard requires approximately 40 hours of work. Per
hour cost of hiring a professional is approximately$40-$50.
Volunteers: The bulk of the pruning at Stevens Canyon Ranch Orchard could be done
by volunteers with minimal training. Professional help may be required for identifying
diseased wood, training volunteers, for pruning some of the larger, taller trees, and for
removing larger branches.
I
�l5
's
i
11
Stevens Canyon Ranch Orchard Management Plan
Thinning
Thinning is the manual removal of young apples in clusters so as to leave no more than
one apple approximately every six inches. This is especially necessary in a heavy fruit
set year.
Thinning serves three main purposes. First of all, it results in a larger, more robust apple,
as nutrients and energy are concentrated in fewer fruits. Secondly, it helps reduce worm
damage from the codling moth. The coddling moth, the most common apple orchard pest
in the region, often lays its eggs at the point where two apples touch. Apples in contact
with each other also provide a very easy pathway by which worms can spread. Finally,
thinning helps ensure an even fruit crop. This is because gibberellic acid, the hormone
that causes fruit enlargement, also inhibits development of the next year's flower buds.
Thus, the more apples are allowed to grow, the more the following year's buds are
inhibited. (This is why some orchards routinely experience alternating heavy and light
harvests from year to year.)
Thinning can be accomplished simply by picking off all but the largest or
healthiest looking fruit in a cluster, leaving one about every 6 inches. If there's no
appreciable difference in size among the fruits, leave the one with the thickest
stem.
The pears typically do not need thinning.
Timing: Thinning should occur when the apples are only about one inch in diameter,
typically during May and into June. The sooner the fruit is thinned,the more effective
the procedure is.
Equipment: Thinning requires orchard ladders to reach high fruit. Otherwise, it can be
done by hand.
Volunteers: Thinning is very simple and involves no tools. Volunteers could easily
complete the fruit thinning at very low cost to POST. Thinning would probably take an
estimated 20 hours for the apples.
12
Stevens Canyon Ranch Orchard Management Plan
Harvest
At harvest, the fruit is picked, sorted,
packed, and eventually eaten!
As the apples and pears in the Stevens
1 Canyon Ranch Orchard are organically
grown without chemical inputs, they will
not be suitable for commercial sale. Many
of the apples, in particular, will likely have
worms from the coddling moth. However,
`t r in most years, the trees will produce plenty
of edible fruit, whether to be enjoyed on the
spot by harvesters or at picnics or events in
the orchard, or to be given away.
At harvest, the apples should be sorted
according to suitability for various end-
, .
uses, including eating, cooking,juicing,
r
at and donation, and packed into boxes
< �� . accordingly. Apples that are not to be used
M right away can be stored in boxes in the
wine cellar beneath the residence or in
another cool, dry place. Potential donees include POST friends and supporters,the
Village Harvest food bank, and Pie Ranch LLC, a nonprofit organic farm and
environmental organization that uses farm-grown organic produce to educate
schoolchildren about the environment and food supply.
Timing: The pear harvest should normally occur in August and September. Pears will
not ripen well on the tree, so they need to be picked. After picking, however, they will
ripen very quickly. Pears should be given away for use immediately as they will not keep
adequately without cold storage.
The Pippins are a late variety of apple. The harvest is normally in late September or
October, but the apples will keep well on the trees, so harvest could probably be extended
PP P P Y
into November with good results. Apples will keep for several if kept in a cool,dry
place, such as the wine cellar.
Equipment: As the trees are standard rootstock(rather than dwarf trees which have
become popular in commercial orchards due to their smaller size),much of the fruit is
higher than an arms reach and therefore will require either a ladder for hand-picking or a
pole harvester with a cage basket.
Orchard ladders range in size from 6 feet on up to 16 feet and commonly include a pole
that acts like a tripod leg. All basic ladder safety is the same in the orchard(such as never
13
Stevens Canyon Ranch Orchard Management Plan
standing on the top step),the difference being that the third leg is secure and is not set
near a hole or other uneven surface that it could slip into.
Pole harvesters offer workers an additional reach without having to step on a ladder.
They do not have the same swiftness that comes from dexterity and hand control,but will
be preferable for workers who are not comfortable on a ladder.
Harvest bags are recommended as they are easier to handle while moving through the
orchard than pails or boxes Cardboard boxes would be required for fruit storage and
transport.
Volunteers: Harvesting, like thinning, is a simple activity requiring no special skill and
little equipment. The harvest can be completed entirely by volunteers, and is a fun and
rewarding activity that can be expected to draw much volunteer interest. In addition,
end-users of the fruit, such as Village Harvest or Pie Ranch LLC, may be willing to
contribute some of their own volunteers if necessary.
ORCHARD GROUNDS CARE
Debris Removal and Disposal
Pruned or downed wood and other debris must be cleared from the orchard floor in order
to beautify the orchard, to allow for worker and equipment access, and to reduce fire
hazard. Wood that cannot be handled by a mower or a disc (e.g., greater than half-inch
diameter) should be manually cleared from the orchard grounds into one or more piles.
Historically, wood piles have been burned in open areas of orchards for disposal.
However, burning can present a significant safety and wildfire hazards. It also requires a
permit, and can be difficult to schedule because it can only be done only be done on
certain days under narrowly defined conditions.
The recommended option for wood debris disposal at Stevens Canyon Ranch Orchard is
chipping. Wood chips can then be spread over the orchard grounds or around the trunks
for mulch and beautification. (Note, however, that chips from dead or diseased wood
should generally not be returned to the orchard to prevent disease spread.)
Timing: Debris clearing and disposal should take place soon after pruning is complete,
in early to mid-spring(March or April). Debris must be cleared before mowing or
disking of the orchard grounds can proceed.
Equipment: Wood chipping requires a power wood chipper and proper protective
equipment. A pick-up truck may be helpful to transport large debris.
14
Stevens Canyon Ranch Orchard Management Plan
Estimated Cost: Approximately 4 hours to clear debris and 4 hours to chip.
Professional wood chipping cost about$500 in 2006. Alternatively, MROSD may be
able to provide this service at no cost to POST.
Volunteers: Volunteers can easily assist with debris clearing and piling. However,
wood chipping requires use of potentially dangerous equipment and should be done by an
experienced contractor.
MowingMisking
Mowing or disking is necessary to maintain the condition of the orchard grounds.
Mowing or disking serves mainly to control grass and weed growth. Weeds and grass
must be controlled so as to minimize competition for water and soil nutrients for the
trees. Weed and grass control also reduces fire hazard, beautifies the orchard, and
improves the ground surface for workers.
Either mowing or disking can be used at Stevens Canyon Ranch Orchard. In the past,the
annual removal of grasses in the orchard has been accomplished by dragging the 8-foot
offset disc with the D4 crawler tractor along the alleys between the trees. This method
provides complete removal of the grasses any weeds by uprooting them. It also serves to
loosen the soil, which may allow improved water percolation to the tree roots, and to turn
the soil which can help incorporate organic matter and soil amendments. However,
because the disk loosens the soil, erosion may be increased. Sowing a cover crop seed in
the alleys would help control erosion, as well as provide organic soil amendments.
Mowing is not as effective at reducing the weeds as it merely cuts the weeds down rather
than uprooting them, and may be needed more than once a year. However, mowing
would leave the topsoil less susceptible to erosion.
Timing: Mowing or disking should take place in the late spring (April - June), after most
weed and grass growth has taken place and after the surface of the ground has dried
sufficiently to allow use of heavy equipment,but before summer heat creates a fire
hazard. Disking should be done while there is still some moisture in the soil so the
ground is soft enough for the disc to penetrate and chum the soil. Disking is not effective
if the ground is too dry.
Equipment: Mowing and disking both require heavy machinery, including a tractor and
mower or disk.
Estimated Cost: Cost to hire a contractor to bring in outside equipment to mow or disk
is approximately $1000. This cost may be reduced if the existing tractor and disk on the
property can be used or if MROSD is willing to provide this service.
Volunteers: Because of the use of heavy equipment, mowing or discing requires a
professional. Volunteers are not suitable for this work.
15
Stevens Canyon Ranch Orchard Management Plan
Weed Control
After the grass and weeds are removed from the orchard alleys by mowing or disking,
some weeds will be left around the trunks of the trees where the mower was not able to
reach. Again, so that weeds do not compete with the trees, and also for aesthetic
purposes, these weeds should be removed. This can be accomplished either by careful
application of herbicide to the weeds, or manual removal with a Pulaski, hoe, or weed
whip, being careful not to damage the trunk. Manual removal is preferable,both
aesthetically and for maximization of organic practices.
After weed removal, a layer of mulch several inches thick can be spread around the base
of each tree out to the drip line to provide soil amendments and to suppress future weed
growth.
Timing: Weed removal should be done around the time of mowing or discing (April—
June)
Equipment: Manual removal requires a hoe or Pulaski, or a gas-powered weed whip.
Spraying requires Roundup Pro herbicide and a backpack sprayer.
Estimated Cost: Weed removal in the orchard is expected to take approximately 12
hours. The hourly rate for a contractor is approximately $40/hour.
Volunteers: Volunteers could assist in either Roundup application or manual weeding.
Training and protective gear, including goggles and gloves, is required if volunteers use
Roundup or a weed whip.
16
Stevens Canyon Ranch Orchard Management Plan
SUPPLEMENTAL ACTIVITIES
Fertilization
Fertilization is not necessary for the basic non-commercial maintenance of the Stevens
Canyon Ranch Orchard. However, if an increase in quality and yield of the fruit becomes
desirable, fertilization can help. The recommended fertilization method for the orchard
is to grow a cover crop in the alleys in order to add both nitrogen and organic matter to
the soil. Compost and other purchased organic inputs such as a top dressing can also be
incorporated into the soil in the alleys with a disk,or spread around the tree trunks out to
the drip line (especially for young trees). Prior to sourcing and applying such inputs, a
soil test should be done to determine the specific amendment recommendations.
Pest Control
One of the primary pests impacting apple orchards is the worm from the codling moth.
The moth lays an egg on a ripening fruit or nearby leaf. The larvae emerges from the egg
as a worm, which then burrows into the apple. While wormy apples are impossible to
sell on the fresh market and even to juicers (when the damage is severe), an investment in
major bio-control tools, such as mating disruption and/or population control through
traps, is not necessary or economically feasible in a non-commercial orchard.
It may be desirable to set a few coddling moth traps for monitoring and educational
value. One trap for each terrace would be sufficient. (To control the population, a trap or
two per tree would be required.)Traps are set in the spring,just as the buds break into
bloom, and lures replaced every 8 weeks until harvest.
While there are other pests and diseases that beset fruit orchards, there are currently no
other significant pest problems at Stevens Canyon Ranch that require attention.
Planting New Trees
There are gaps in the Stevens Canyon Ranch Orchard where trees have been pulled and
never replanted. If POST desires to fill out the orchard, new trees could be planted in
these gaps. If new trees are to be planted, it is recommended not to introduce additional
apples and pears, but instead consider planting stone-fruit trees that will not be vulnerable
to the same disease/pest pressures as the larger established pome trees, such as plums,
cherries, peaches and nectarines.
New bare-root trees should purchased from reputable fruit-tree nurseries (see reference
list) and planted during the dormant winter months, preferably during a drier, rain-free
window. New trees would require more attention and labor and materials input than
mature trees during the first several,critical years of growth, including irrigation and soil
amendment. Pruning requirements for young trees are also more technical than for
mature trees, since a suitable branching structure must be established without inhibiting
tree growth. Pruning and training techniques are described in detail in numerous
reference materials.
17
I
Stevens Canyon Ranch Orchard Mann ement Plan
IV. OTHER MANAGEMENT ISSUES
INVASIVE PLANTS
There are several areas in the
orchard where native (poison
oak, coyote brush) and non-
native (Scotch broom)
vegetation has encroached on -
the fruit trees,hindering tree -
growth, competing for light,
water, and resources to the
detriment of the trees, and
making access to the trees
difficult for management
purposes.
i
i
At the back of the Main
Terrace, coyote brush, poison
oak, and broom are choking out
some smaller trees, and have
engulfed at least one row of
trees at the very back. On the
Hillside Terrace,broom, coyote
brush, and poison oak are
overtaking much of the spacer
between the trees, especially
along the road, and encroaching .. '
on the upper rows. Broom is
also well established in several
other locations.
Removal of non-native invasives is recommended wherever they occur throughout the
Stevens Canyon Orchard. Natives should be removed from the orchard ground when
they are clearly threatening to engulf a fruit tree, or, in the case of poison oak, where they
inhibit access to trees.
Manual removal with a weed wrench is recommended for broom and coyote brush in
order to maximize organic practice. Removed material can be disposed of by letting it
compost under a tree canopy, where lingering seeds would have little chance of adequate
germination/growing conditions.
The least desireable, but sometimes necessary, route of removal is the use of herbicide.
Using a glyphosate-based product, such as Roundup, the way to kill the plant with the
least amount of chemical is to cut it at its base and immediately apply Roundup to the
stump.
18
Stevens Canyon Ranch Orchard Management Plan
Posion oak is very difficult to remove manually, and spray applications of herbicide will
greatly faciliate the process.
Timing: Optimal timing, especially for broom, is typically in late spring,after most
spring growth has already taken place, before the plants have gone to seed, and while the
relatively high soil moisture softens the ground and makes manual removal easier.
Scotch broom is best removed with the weed wrench in the spring when the soil is still
moist.
For chemical removal of poison oak, applications of Roundup are recommended.
Roundup can be used anytime the leaves are photosynthesizing (while the leaves are
igreen), but is recommended in the spring during the maximum growth stage of the plant.
The leaves should be wet with a spray of Roundup solution.
Equipment: Weed wrenches are the recommended tool for broom and coyote brush
removal. Backpack sprayers protective gear (goggles and gloves) are required for
Roundup application.
Use of Volunteers: Invasive plant removal can be accomplished with volunteers at very
low cost to POST. Many POST volunteers are already very familiar with invasive
species removal from participation in projects on other POST properties. Manual
removal with a weed wrench requires minimal volunteer training. Chemical applications
of Roundup require more intensive training and oversight.
4 �
19
Stevens Canyon Ranch Orchard Management Plan
SOIL EROSION
The other primary management concern at
Stevens Canyon Ranch Orchard is
controlling the erosion of soil. There are
several moderately sized (up to 3 feet deep)
gullies or trenches that have developed in
the Main Terrace and Hillside Terrace,
where water and runoff from the road is
cuttting down toward Stevens Creek.
These gullies facilitate concentrated high
velocity flow that will contribute to still
further erosion, resulting in soil loss in the
orchard and creek sedimentation. There are
also some notable erosion channels forming
in the ranch road in front of the main
residence.
Erosion control techniques rely on
redirecting water away from the existing
gullies, or slowing the water down,
allowing it to penetrate into the soils,
recharging the groundwater and aquifer and
leaving the soil in place.
One technique is to dig a swale, which is a catch basin parallel to the slope contour, so
that whatever water flows into it will have a chance to slow down, spread out and sink
into the soils. Another approach would be to capture the flow at the source at which it
enters a gully and divert it through a keyline channel or PVC culvert away from the path
of erosion to be discharged in a more stable area. A third approach would be slow the
water down in its current path by adding gabions or organic material to the gullies.
Any erosion control measure should be implemented only with careful planning and
expert oversight so as to not create additional drainage problems.
20
Stevens Canyon Ranch Orchard Management Plan
V. EXISTING RESOURCES AND NEEDS
VOLUNTEERS
One of POST's most valuable potential resources for orchard management is the
use of volunteers. Many of the required orchard management activities, while
labor-intensive, do not require sophisticated tools or intensive training. Pruning,
debris-clearing, fruit thinning, weeding, and harvesting, in particular, could be
accomplished by volunteers.
POST already has an extremely active corps of volunteers, many of whom have
expressed an interest in working at the orchard. Several POST volunteers have
already participated heavily in planning, research, and work activities during the
initial year of the Turner grant.
Much of the required orchard maintenance work could be accomplished with 6-
12 annual workdays of at least 8-10 volunteers:
• Winter pruning and debris clearing (January-March)
• Spring broom removal and invasives control (March-May)
• Fruit thinning, weeding and mulching (April-June)
• Summer pruning(June-Aug)
• Pear Harvest(August-September)
• Apple Harvest (October)
A smaller, more dedicated management team of 4-5 volunteers could be
involved more actively in the orchard on an ongoing basis for other projects or
additional work, and could take the lead in organizing workdays.
In addition to POST volunteers, several other organizations have expressed an
interest in providing volunteer help at the orchard, including Net Impact Silicon
Valley, Pie Ranch, and Village Harvest.
21
I
Stevens Canyon Ranch Orchard Mannement Plan
PROFESSIONALS
The following is a list of organizations, consultants and contractors that may be
able to provide services related to the Stevens Canyon Ranch Orchard, either on
a volunteer or contractual basis.
Orchardists and Farmers
0 Charlie Olson, Olson Cherries
(408) 234-7265
Charlie managed the orchard for a number of years under its former owners.
0 Tom Daggett
(650) 599-9594
Caretaker for Gordon Moore's orchard at Mountain Meadow and volunteer at
Filoli Gardens. He did the pruning and instructed volunteers in 2006.
* jered Lawson,Pie Ranch LLC
(650) 879-0971
jered@pieranch.org
Organic farmer and knowledgeable orchardist.
0 Matthew Sutton
(831) 566-2947
orchardkeepers@sbcglobal.net
An expert in restoration of old orchards.
0 Hans johsens, MROSD
(650) 395-0337
hjohsens@earthlink.net
Manages MROSD's chestnut orchard.
0 Orin Martin,UC Santa Cruz
(831) 763-2448
Instructor at UCSC Farm and Garden.
0 Tom Broz,Live Earth Farm
(831) 763-2448
Organicfarmer.
0 Bill Denevan
(831) 427-3662
Organic Farmer.
0 Don Svenson,Foothill College
(650) 949-7402
Environmental Horticulture and Design Program Director. Can network with
students looking for orchard-related work.
22
Stevens Canyon Ranch Orchard Management Plan
Contractors
• Kerry Carlson
(650) 691-2165
MROSD employee, disked the orchard in 2005.
• Joe Camarda,Joe Camarda and Son Tractor Service
(408) 996-9442
Provided labor and equipment for mowing, weedwhipping, and wood chipping in
2006.
Supplies
0 Peaceful Valley Farm Supply
(530) 272-4769
www.groworganic.oIg
Source for coddling moth traps, harvest bags, ladders, and other supplies.
0 Harmony Farm Supply
(707) 823-9125
www.harmonyfarm.gjZ
Source for organic horticultural supplies and tools.
* Sambrailo Packaging
(831) 724-7581
www.sambraflo.com
Source for produce boxes.
0 Van Well Nursery
(800) 572-1553
www.vanweR.net
Source for fruit trees.
Organizations
• Midp eninsula Regional Open Space District
(650) 691-1200
MROSD manages Stevens Canyon Ranch and may be willing to use their staff
and heavy equipment for mowing, disking, and/or chipping wood.
• Pie Ranch LLC
(650) 879-0971
www.pier nch.org
May provide orchard education and volunteers. Interested in partnering with
POST to use fruit from the orchard in their environmental education program.
• Village Harvest
(888) FRUIT-411
www.villageharvest.grg
A South Bay organization that recruits volunteers to harvest fruit for donation to
local food banks. Also has connections to many orchard experts and resources.
23
Stevens Canyon Ranch Orchard Management Plan
EQUIPMENT
Below is an inventory of existing equipment, tools, and supplies on the Ranch
that are related to orchard management. These are located in or around the barn
adjacent to the main ranch house.
• Spray Rig
i o Not in working condition
o Used for pesticide application
o Unnecessary for organic orchard
management
o Property of MROSD
• D-4 Crawler Tractor
o Used in 2004 or 2005 to pull disk
o May need tuneup
o Property of MROSD
l
• 8-foot Offset Disk and Ring Roller
o Used in 2004 or 2005 to disk
orchard
o Property of MROSD
24
Stevens Canyon Ranch Orchard Management Plan
• Ford Hydraulic Pallet Lifter
o Not in working condition
o Property of MROSD
p
I
I
i I
I
• Old Wooden Orchard Ladders
o Three-legged
{, o Use only with caution
� o New ladders recommended
d
Yy
• Hoes
o Use for cultivation around tree
and removal of invasive plants
�I Pruning tools:
0 4 loppers (including 3
purchased in 2006)
0 2 pull pruners (purchased in
2006)
0 2-3 pruning saws
0 8 pairs work gloves
o Needs depend on number of
I
volunteer workers expected
25
Stevens Canyon Ranch Orchard Management Plan
• Tin Harvest Pails
o Additional harvest supplies
recommended
f
• Harvest Boxes
I For packing/delivery of fruit
o Corrugated cardboard boxes
also recommended
i
i
26
Stevens Canyon Ranch Orchard Management Plan
Additional Recommended Supplies:
These supplies are needed to perform the activities recommended in the
management plan. Some of these supplies are already owned by POST for use
on multiple properties (e.g.,backpack sprayers, weed wrenches). It is
anticipated that much of the orchard-specific equipment will need to be
purchased by POST.
❑ Orchard Ladders
• 2 16-ft., 210-ft. recommended
• $200-$300 each
❑ Weed Wrenches
• 2-4 medium size recommended
• $155 each
❑ Backpack Sprayers
• 2 recommended
❑ Stihl Weed Whip
• 1 recommended
it
• $300-$400 each
❑ Codling Moth Traps
mm 3 recommended
e
• $7 for 2
❑ Harvest bags
• 8 recommended
• $30 each
❑ Pole harvesters
• 4 recommended
• $16 each
❑ Corrugated Cardboard Boxes
❑ Additional Pruning Tools
• Required for large (10-12 person)workdays
❑ Protective/Safety Supplies
• Goggles and rubber gloves necessary for herbicide application
27
I
Stevens Canyon Ranch Orchard Management Plan
FACILITIES
On-site storage for equipment and, after the harvest, for fruit, is required for
efficient orchard management. There are several structures on Stevens Canyon
Ranch that could be used for this purpose.
The garage/barn adjacent to the house currently is used to store the D-4 tractor
and the existing tools, under agreement with the existing residential tenant.
However, as the tenant also stores tools and equipment in this structure, POST's
tools should clearly labelled and stored together in a clearly designated space. A
free-standing tool shed, available for purchase at home improvement stores,
would help achieve this purpose. A shed would also allow any chemicals or
dangerous tools to be locked away safely when not in use.
The wine cellar under the residence, which is not currently being utilized, would
be an excellent place to store harvested apples, which can keep for weeks or
months in a cool, dry environment. POST should consider pursuing an
agreement with the tenant that allows for this use of the wine cellar.
j
I
28
Stevens Canyon Ranch Orchard Management Plan
ADDITONAL REFERENCES
Organic Apple Production Manual University of California Agriculture and
Natural Resources Publication 3403;2000
Organic Tree Fruit Management Certified Organic Associations of British
Columbia, Linda Edwards; 1998
Considerations in Organic Apple Production, from ATTRA's Organic Matters
Series, Guy Ames, NCAT Agriculture Specialist, July 2001
Organic Pear Production; Horticulture Production Guide, Martin Guerena and
Holly Born, NCAT Agriculture Specialists, April 2003
29
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-51
Meeting 07-07
March 28, 2007 AGENDA ITEM 4
AGENDA ITEM
Renaming the Sagebrush Trail at Pulgas Ridge Open Spac reserve.to the Dick Bishop Trail.
GENERAL MANAGER'S RECOMMEND
Approve Renaming the Sagebrush Trail at Pulgas Ridge Open Space Preserve to the Dick Bishop
Trail.
DISCUSSION
Former District Board Member Richard S. (Dick) Bishop recently passed away at the age of 88.
Dick and his family lived in San Carlos for 55 years where he was an active member of the
community. He led hikes as a member of the Sierra Club for over 20 years, served on the San
Carlos Planning Commission, City Council and was Mayor of San Carlos in 1961. He was
appointed to the Board of Directors of the District in 1976 and served three full terms before
retiring from the Board in 1992. In 1987, he served as the Board's President.
Dick brought to the District and to his community his love of hiking, nature and the outdoors, a
broad sense of fairness and compassion, community spirit and his appreciation of music and the
arts. Dick was very interested in Pulgas Ridge Open Space Preserve and Edgewood County
Park, both located adjacent to his home community of San Carlos. Pulgas Ridge's Polly Geraci
trail was named based upon Dick's recommendation.
To honor Dick Bishop's contributions to the District and to the preservation of open space in the
mid peninsula region,the District's Legislative, Funding and Public Affairs Committee, at its
March 14, 2007 meeting, determined that Dick Bishop is a significant supporter under the
District's Policy for Site Naming and Gift Recognition. The Committee therefore recommends
that the Board of Directors rename the Sagebrush Trail at Pulgas Ridge Open Space Preserve to
the Dick Bishop Trail. A celebration in honor of Dick Bishop and the renaming of the trail will
be planned for later this year.
Prepared by:
Rudy Jurgensen, Public Affairs Manager
Contact person:
L. Craig Britton, General Manager
Projesed Trails for Renalying
Pulgas Ridge Open Space Preserve
to
\
m
It
�1I �gyp° 11
1 Pdlgas Ridge
Open Space
a,
Preserve :was
•�Z/o3�r�i�; Hassler Loo .3) • ``o��
`��-�.� � : ( •4)it i ��
r ter' Blue
Oak
Proposed Trail for Renaming: J Trail i ®
Rename Sagebrush Trail to Dick Bishop Trail
N \
x /
E
1 ,
1
r
v
Prepared by Midpeninsula Regional Open Space District
March 2007 0 0.05 0.1 0.2
Miles
i
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-46
Meeting 07-07
March 28, 2007
AGENDA ITEM 5
AGENDA ITEM
Authorization to Extend Contracts with Design Concepts for Gra hi eMgn Services, Patsons Press for
Printing Services,and Post Haste Direct Mail Services for Mailing ervices'fpr Fiscal Year 2007-2008
GENERAL MANAGER'S RECOMMENDATIONS
I. Authorize the General Manager to extend the contract for graphic design services with Design
Concepts for an amount not to exceed$53,500;
2. Authorize the General Manager to extend the contract for printing services with Patsons Press for an
amount not to exceed $107,600;
3. Authorize the General Manager to extend the contract for mailing services with Post Haste Direct
Mail Services for an amount not to exceed $30,500 for fiscal year 2007-2008.
DISCUSSION
At your March 22, 2006 meeting,you authorized the General Manager to enter into a contract with
Design Concepts of Mountain View for an amount not to exceed $53,305,with Patsons Press of
Sunnyvale for an amount not to exceed $122,090, and with Post Haste Direct Mail Services of Palo Alto
for an amount not to exceed $46,410(see Report R-06-3 5) for fiscal year 2006-2007.
These contracts were approved after a competitive proposal process in 2005 with the option to extend
them through fiscal year 2007-2008, subject to further Board approval. Staff has worked with these
service providers on various projects over the last two years, and is satisfied with their services and the
value provided for the District cost. Each of these companies has delivered a high level of customer
service and response to urgent service needs in a timely manner.
Given the District's excellent experience with overall high quality and professional services provided by
Design Concepts, Patsons Press, and Post Haste Direct Mail Services, staff recommends the District
extend the contracts with Design Concepts, Patsons Press, and Post Haste Direct Mail Services for fiscal
year 2007-2008 for amounts not to exceed $53,500, $107,600, and $30,500, respectively. Should you
approve the extensions of these contracts for 2007-2008, staff will solicit new proposals through a
competitive Request for Proposal process for these services for fiscal year 2008-2009. Funding for these
services has been included in the Public Affairs 2007-2008 budget.
Prepared by:
Kristi Britt, Public Affairs Specialist
Contact person:
Rudy Jurgensen, Public Affairs Manager
Regional Open Space A 11111111111g�!11
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-44
Meeting 07-07
March 28, 2007
AGENDA ITEM 6
AGENDA ITEM
Annual Claims List for Fiscal Year 2007-2008
CONTROLLER'S RECOMMENDATION
Approve the annual claims list, including debt service payments for the 2007-2008 fiscal year.
DISCUSSION
In accordance with Section 1.53 of the District's Rules of Procedure, this list of annual claims for
the 2007-2008 fiscal year is submitted for Board approval. All items are in accordance with the
budget being presented for approval at your March 28 meeting. Staff will submit a revised
annual claims list during the 2007-2008 fiscal year to reflect necessary changes, if any.
The debt service claims list reflects payments required by current outstanding debt. Attachment
A lists the District's current debt service annual claims for 2007-2008, and Attachment B
provides a detailed list of debt service obligations.
ANNUAL CLAIMS
ITEM DESCRIPTION AMOUNT
Debt Service $7,418,089
Directors' Fees 25,000
Staff Salaries 6,485,221
Retirement Funds 1,378,114
Group Insurance Premiums 958,103
State-Mandated Insurance 212,832
Monthly Vehicle Expense (General Manager-$485/month) 5,820
Utilities - PG&E 98,400
Legislative Consultant(Public Policy Advocates) 13,800
Dispatch Services (City of Mountain View) 73,000
Deer Hollow Farm Agreement(City of Mountain View) 50,000
Janitorial Services—3 offices 28,200
Landscaping Services (330 Distel Circle) 5,200
Antenna Site Rental - Pinnacle (Repeater Site) 3,700
Fuel - Valley Oil Company 125,000
R-07-44 Page 2
ANNUAL CLAIMS(contd.)
ITEM DESCRIPTION AMOUNT
Slaght Living Trust(Employee housing rental-Sierra Azul) 19,200
Shell Oil $17,250
ProtectionOne Alarm Service for District Office 1,200
American Tower Corporation (Coyote Peak Repeater) 6,800
Lanier—Copier Leases 23,500
Avaya- Telephone Lease & Maintenance Agreement 5,300
Hasler Postage Machine Lease 2,700
Recording Services 8,000
Windy Hill—Patrol 4,350
Payroll Services (ADP) 19,000
Unemployment Insurance 21,000
Megapath T I and DSL Line 7,350
Skyline County Water District 3,500
Bank Fees 200
Total $17.019,929
Prepared by:
Bunny Congdon, Senior Accounting Specialist
Michael L. Foster, Controller
Contact person:
Michael L. Foster, Controller
ATTACHMENT "A"
ANNUAL CLAIMS
DEBT SERVICE
FISCAL YEAR 2007-2008
NOTEHOLDER-LAND PRINCIPAL INTEREST
Aine 15,834.31 2,290.48
Lazenby 7,759.39 959.06
Daloia 13,018.93 11,752.15
Hunt 0.00 82,500.00
Subtotal-Notes 36,612.63 97,501.69
BONDS PAYABLE
1999 Rev. Bonds 970,000.00 487,701.26
2004 Revenue Bonds 95,000.00 1,427,405.00
2005 Refunding 120,000.00 203,475.00
2007 Series A 0.00 2,966,714.72
2007 Series B 630,000.00 383,677.86
Subtotal-Notes 1,815,000.00 5,468,973.84
TOTALS--NOTEHOLDERS & BONDS 1,851,612.63 5,566,475.53
I
TOTAL DEBT 7,418,088.16
i
I
ATTACHMENT "B"
DEBT SERVICE 07/08
03/31/07
Payable to Close of Escrow Original Note Rate V Term Remaining Principal Final Paym.Due Payable 07/08 Principal Interest
Aine 01/18/89 192,000.00 7.0 20 years 32,721.32 12/18/08 18,124.79 15,834.31 2,290.48
Daloia 10/111,02 240,000.00 6.25 15 Years 192,853.38 10/10/17 24,771.08 13,018.93 11,752.15
Hunt 04/2003 1,500,000.00 5.50 10 years 1,500,000.00 04/01/03 82,500.00 0.00 82,500.00
Lazenby 08/31/88 100,000.00 6.00 20 years 15,984.35 08/31/08 8,718.45 7,759.39 959.06
1,840,000.00 1,708,837.73 115,989.53 20,778.32 95,211.21
2,032,000.00 1,741,559.05 134,114.32 36,612.63 97,501.69
•Includes Accretions
1999 Rev.Bonds 01/27/99 29,663,021.15 5.40 30 years 32,800,627.15 • 04/01/2031 1,457,701.26 970,000.00 487,701.26
2004 Notes 01/30/2004 31,900,009.95 2-54 30 years 32,083,923.95 + 04/01/2033 1,522,405.00 95,000.00 1,427,405.00
2005 Refunding 07/28/2005 4,630,000.00 4t-5% 10 years 4,515,000.00 09/01/2015 323,475.00 120,000.00 203,475.00
2007 Series A 12/15/2006 52,415,000.00 4t-5t 20 years 52,415,000.00 09/01/2027 2,966,714.72 0.00 2,966,714.72
2007 Series B 12/15/2006 6,785,000.00 5.15% 5 years 6,785,000.00 09/01/2012 1,013,677.86 630,000.00 383,677.86
125,J93,031.10 128,599,551.10 7,283,973.84 1,815,000.00 5,468,973.84
127,425,031.10 130,341,110.15 7,418,088.16 1,851,612.63 5,566,475.53
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-52
Meeting 07-07
March 28, 2007
AGENDA ITEM 7
AGENDA ITEM
Amend the ICMA-RC 457 Deferred Compensation Plan to Allow In-service Distributions of
Rollover Assets.
GENERAL MANAGER'S RECOMMENDATION
Adopt the attached Resolution implementing the amended ICMA-RC 457 Deferred
Compensation Plan.
DISCUSSION
In order to offer additional plan flexibility, ICMA-RC is now providing the option of offering in-
service* distributions of rollover assets" to eligible participants. Participants who have assets
in their account attributable to rollover contribution (money rolled-in from an eligible retirement
plan*** such as a 457, 403(b), 401(a), 401(k), or Traditional IRA) may at any time elect to
receive a distribution of all or any portion of the rollover assets. In adopting this resolution, the
District is providing the employees this plan flexibility to meet their personal needs. There is no
cost to the District to amend the District 457 plan.
Definitions:
*In-service—while currently employed
"Rollover assets—funds rolled into the District's plan from a prior employer's retirement plan
***Beginning in the 2 d quarter of 2007, rollover contributions from another 457 plan will be
separately accounted for and eligible for in-service withdrawals. Rollover contributions from
other types of plans including: 403(b), 401(a), 401(k), and Traditional IRAs will be available as
of the date the provision is adopted by the employer.
Prepared by:
Annetta Spiegel, Human Resources Analyst
Contact person:
Annetta Spiegel or Sally Rice, Assistant General Manager
RESOLUTION NO.
RESOLUTION OF THE BOARD OF DIRECTORS OF THE MIDPENINSUAL
REGIONAL OPEN SPACE DISTRICT AMENDING AND RESTATING THE
ICMA 457 DEFERRED COMPENSATION PLAN
WHEREAS, the District has employees rendering valuable services; and
WHEREAS, the District has established a deferred compensation plan to provide reasonable
retirement security for its employees, by providing increased flexibility in deferred compensation plan
benefits, and assisting in the attraction and retention of competent personnel; and
WHEREAS, the District has determined that the continuance of the enhanced deferred
compensation plan will serve these objectives.
NOW, THEREFORE, BE IT RESOLVED that the Board of Directors hereby amends
and restates the deferred compensation plan in the form of The ICMA Retirement Corporation
Deferred Compensation Plan and Trust.
BE IT FURTHER RESOLVED that the assets of the Plan shall be held in trust, with the
District serving as trustee, for the exclusive benefit of Plan participants and their beneficiaries,
and the assets shall not be diverted to any other purpose. The Trustee's beneficial ownership of
Plan assets held in VantageTrust shall be held for the further exclusive benefit of the Plan
participants and their beneficiaries.
BE IT FURTHER RESOLVED that the District hereby agrees to serve as Trustee under
the Plan.
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
R-07-50
Meeting 07-07
March 28, 2007
AGENDA ITEM 8
AGENDA ITEM
Approve the New Human Resources Technician Class Specific and Corresponding Salary
Range.
GENERAL MANAGER'S RECOMMENDATION,7: ;Z
Approve the new Human Resources Technician Class Specification and Salary Range Effective
April 1, 2007.
BACKGROUND
The Administrative Assistant classification is generic and written to suit positions within several
departments. Currently, the District employs five Administrative Assistants working in Real
Property, Planning, Public Affairs, Operations and Human Resources. Historically and currently
the District utilizes these positions to perform general secretarial and clerical support.
During the last two years the Human Resources position responsibilities have increased as a
result of more complex federal and state regulations and programs and to meet the more complex
needs of the District's employees. While this position was once primarily secretarial and
clerical, with the increased complexity of the human resources environment, the need for highly
trained and knowledgeable human resources staff is critical to maintain the increasingly complex
interactions and procedures required by employment laws and regulations. Specifically, the
District needs this position to interpret and implement employee benefits, provide appropriate
recruitment support in compliance with employment laws (including application review and
candidate contact), deliver the full scope of new employee orientation, oversee the Department
of Motor Vehicle Pull and Department of Justice Fingerprint programs, provide salary and
payroll information and changes, and respond to and process worker's compensation claims.
These human resources duties are highly confidential and the work being performed now is more
technical and has risen to a paraprofessional level.
DISCUSSION
Based on the work and level of experience required to perform these duties, staff is
recommending reclassifying the Administrative Assistant — Human Resources to Human
Resources Technician. The newly created Class Specification for Human Resources Technician
is attached for your review.
Eleven agencies in Santa Clara and San Mateo counties have Human Resources Technician job
classifications. Based on the salary ranges and in keeping with the District's current class
specification and compensation plan, staff recommends the salary range of 270 -295 for this
class specification. This sai�y range is equal to the existing Senior Administrative Assistant
salary range.
The incumbent in this position meets the qualifications required for reclassification. The General
Manager may approve a reclassification; however, the Board of Directors must approve the
required change in the Position Classification and Compensation Plan. The salary range
difference between the Administrative Assistant and the Human Resources Technician is 11
points or approximately 11.2 percent. The Human Resources Technician position has been
proposed as part of the 2007-2008 budget. Assuming that the Board approves this
recommendation, the position has also been included in the Position Classification and
Compensation Plan included in the budget.
Prepared by:
Annetta Spiegel, Human Resources Analyst
Contact person:
Annetta Spiegel or Sally Rice
Regional Open Space
MUDPENUNB00k REGIONAL OPEN SPACE DISTRICT
HUMAN RESOURCES TECHNICIAN
Class specifications are intended to present a descriptive list of the range of duties performed by
employees/nthe class. Soecifirationoare not intended/o reflect all duties performed within the job.
JOB OBJECTIVES
Under general direction performs o variety of paraprofessional, technical and clerical duties in support ofthe
Human Resources function, including recruitment and sm|ecUon, employee benefite, workers' oonnpenaaUon.
HR|S administnmUon, employee ne|adona, mpmoie| projects and other duties as required. This is a confidential
position with technical and specialized responsibility.
EXAMPLES OF IMPORTANT RESPONSIBILITIES
The following tasks are typical for positions in this classification. Any single position may not perform all of
these tasks endlor may perform similar related tasks not listed here:
° |nbarpneto, describes and applies District polices and procedures and YWernonsndunn of Agreement in
� performance of assigned duties;
�
� • Provides technical assistance and exceptional customer service to employees and public on issues
� related hoassigned duties;
� • Assists with recruitment including odvertioing, vvebaite poadnQ, answering inquiries from applicants,
�
screening applications and proctoring written exercises in compliance with legal requirements;
� • Coordinates pre-employment physical examination process;
�
� • Provides now employee orientations including detailed explanation of benefits and District policies;
• Administers all employee benefits including annual open enrollment pnzuaso and COBRA;
• Reports workers' compensation injuries and provides liaison support to HR Analyst;
° Oversees DK8V Employer Pull Notice and [JOJ Fingerprint programs;
• Generates and processes documents for new hires, salary changes, promotions and separations;
• Arranges employee training and maintains training database;
� Monitors timing of performance evaluation dates and processes forms to department managers;
� Participates in District employee committees as required;
� Reviews and assists with updates to District policies and procedures;
� Creates and maintains confidential personnel files to meet legal requirements;
° Coordinates special events such as employee recognition;
� Establishes and maintains open communication and works cooperatively in a professional manner
with all District personnel; and
Performs related duties and responsibilities aorequired.
QUALIFICATIONS
� :
� Basin principles and practices of human resources including personnel policies and procedures,
recruitment and selection processes, benefits administration and records management;
� Operation of personal computers and word-processing and spreadsheet software;
Basic mathematical calculations, including percentages and decimals;
Record keeping principles and techniques.
| ° -
Midpenimsula Regional Opet, _,jaceDistrict
Human Resources Technician (continued)
Ability to:
Perform technical and clerical duties in support of the human resources function;
Read, interpret and apply relevant rules, regulations, standards and procedures;
Prepare and maintain confidential, technical and statistical records and reports;
Organize, prioritize and coordinate work activities;
Use initiative and sound independent judgment within scope of responsibility;
Analyze situations quickly and objectively and determine proper course of action;
Aeoied in investigation and fact finding related to problems occurring within scope of responsibility;
Assist with and conduct group presentations;
Maintain confidentiality;
Make mathematical calculations with speed and accuracy;
Obtain information through questioning; work with interruption; effectively handle multiple assignments;
� and deal firmly and courteously with the public;
�
� Use a computer, calculator, typewriter, telephone and facsimile, postage and photocopier machines;
� Communicate clearly and concisely, both orally and inwriting;
�
� Establish and maintain cooperative-working relationships with those contacted in the course of work.
Education and Experience Guidelines
� Any combination of education and experience that would likely provide the required knowledge and
abilities/squalifying. A typical way b7 obtain the knowledge and abilities would be:
� Education:
Equivalent to two years of college work in human resources or business administration or
� closely related field.
� Three years ofprogressively responsible experience oao generalist in human resources.
Public sector experience is highly desirable.
PHYSICAL DEMANDS AND WORKING CONDITIONS
The physical demands hmn*/n are representative of those that must be met by an employee to
ouoceoo/bKy perform the essential functions of this job. Reasonable aoco/nrnodebmnu may be n/edm to
� enable individuals with disabilities to perform these enoenba//obfuncbbno.
Environment:
Mobility: Sifting for prolonged periods of time; extensive use of computer keyboard.
� Visual acuity to read computer screens and written documents.
Communication:
�
�
Non-Exempt
Approved K8orch2OO7
�
�
�
Claims No. 07-06
Meeting 07-07
Date 3/28/07
Revised
Midpeninsula Regional Open Space District
# Amount Name Description
6600 $325.83 Acterra Native Plants-RSA
6601 $527.92 ADT Security Services Alarm Service-FFO&SFO/Batteries
6602 $3,317.39 Always Under Pressure Pressure Washer
6603 $152.00 American Red Cross First Aid Certificates
6604 $400.00 Association Of Environmental Recruitment Advertisement-GIS Coordinator
Professionals
6605 $19.03 AT&T Telephone Service-FFO
6606 $15.52 AT&T/Verizon Long Distance Fax Service-SFO
6607 $7,869.17 Balance Hydrologics, Inc. Consulting Services-In-Stream Sediment Monitoring At
ECDM
6608 $24612 Baldzikowski, Matt Reimbursement-Mileage
6609 $57-60 Beckman, Craig Reimbursement-Cell Phone
6610 $393.25 Bolle, Ken Reimbursement-Uniform Expense
6611 $668.26 Cabela's Uniform Expenses
6612 $150.00 California Chapter American Planning Recruitment Advertisement-GIS Coordinator
Association
6613 $420.80 California Water Service Company Water Service-FFO&Windy Hill
6614 $893.00 Camino Medical Group Medical Services
6615 $643.23 CMK Automotive Inc. Vehicle Maintenance&Repairs
6616 $720.08 Coastal Tractor Mule Accessories
6617 $40.00 Communication Arts Annual Subscription
6618 $306.94 Continuing Education Of The Bar Law Books
6619 $140.00 Costco Office&Field Supplies
6620 $2,582,50 Cotton, Shires&Associates, Inc. Geological Assessment-Kennedy Trail
6621 $156.00 County Of Santa Clara-Office Of The Fingerprinting Services
Sheriff
6622 $5,122.92 Design Concepts Graphic Design Services-Spring Newsletter
6623 $253.15 Design Signs Reflective Lettering&Numbers For District Gates
6624 $4,126.50 Environmental Science Associates Consulting Services-Environmental Review For
Proposed Land Exchange
6625 $209.80 FedEx Shipping Charges
6626 $56.00 Fitzsimons, Renee Reimbursement-Docent Supplies
6627 $644.19 Forestry Suppliers, Inc. Field Supplies
6628 $1,319.86 Foster Brothers Lock&Key Services
6629 $254,60 G&K Services Shop Towel Service
6630 $1,224.90 Gladwell Governmental Services, Inc, Records Management Assessment
6631 $15,446.25 Go Native Nursery Pest Management Consulting Services Development Of
Outreach Program To Facilitate Treatment Of Slender
False Brome
6632 $190.22 Green Waste Recovery, Inc. Garbage&Recycle Service-SFO
6633 $200.34 HSBC Business Solutions Field Supply-Tractor Hitch
6634 $77,00 ID Plus, Inc. Name Tags
6635 $2,250.00 IEDA, Inc. Quarterly Consulting Services-Labor Relations
6636 $284.97 Interstate Traffic Control Products Traffic Cones
6637 $4,282.45 Jakaby Engineering Engineering Design For Culvert At Fremont Older Gate
6638 $302.75 Kern,Grant Reimbursement-Uniform Expense
6639 $112.11 Lanier Worldwide, Inc. Copy Machine Supplies
6640 $%00 Macke Water Systems, Inc. Water Dispenser Rental-Two Months
6641 $57.72 McKowan, Paul Reimbursement-Volunteer Supplies
6642 $21877 Minton's Lumber&Supply Lumber&Hardware
6643 $131.52 Noble Tractor, Inc. Tractor Accessories
6644 $62.73 Orlandi Trailer Trailer Accessories
Page 1 of 3
Claims No. 07-06
Meeting 07-07
Date 3/28/07
Revised
Midpeninsula Regional Open Space District
# Amount Name Description
6645 $87.63 Peninsula Digital Imaging Laminating&Mounting Services
6646 $250.00 PERS Public Agency Coalition Annual Membership
6647 $80.39 Peterson Tractor Co. Tractor Supply
6648 $14,475.95 Pillsbury Winthrop Shaw Pittman LLP Legal Services-Fogarty/MacFarlane Litigation
6649 $2,323.20 Richard Seever Pig Control Services
6650 $2,900.65 Roy's Repair Service Vehicle Repairs&Service
6651 $80.19 Royal Brass Inc. Field Supplies
6652 $690.00 San Mateo County Fire Department CDF Crew-Brushing At La Honda Creek
6653 $250.22 Sears Field Supplies
6654 $600.00 Sharol Nelson-Embry Seasons Of Open Space-Display At Daniels Nature
Center
6655 $250.00 Sterling Underground Construction Septic System Monitoring-RSA
6656 $949.37 Summit Uniforms Uniform Expenses
6657 $918.02 Target Specialty Products Landscaping Supplies
6658 $86.34 The Workingman's Emporium Uniform Expenses
6659 $14,384.00 Timothy C. Best,CEG Engineering Geology For Bridge Locations, New Trail
Scouting&Stream Channel Restoration Assessment-
Thornewood
6660 $58.43 Tony&Albas Pizza Local Business Meetings
6661 $100.00 Town of Woodside Room Rental Deposit-Use&Management Committee
Meeting
6662 $17.07 United Parcel Service Parcel Shipping
6663 $432.46 United Rentals Highway Technologies Trail Signs/Barricades
6664 $340A6 United Site Services, Inc, Sanitation Services-FFO
6665 $251.39 Verizon Cellular Phone Service
6666 R $18.31 AT&T Telephone Service-FFO
6667 R $239.09 Beckman,Craig Reimbursement-Uniform Expense
6668 R $3,580.00 Bowerman Electric Electrical Rewiring-Saratoga Gap Cabin Garage&UV
Filter System
6669 R $1,050.00 California Special Districts Association Registration Fee-Board Member Training
6670 R $200.60 Christenson,Andrea Reimbursement-Mileage
6671 R $175.14 Correia,Anthony Reimbursement-Uniform Expenses
6672 R $110.10 Cousins,Stella Reimbursement-Mileage
6673 R $2,484.72 *1 CPO Commerce Inc. Truck Toolboxes
6674 R $210.72 Davison, Steve Reimbursement-Uniform Expenses
6675 R $1,313.42 Guy Plumbing&Heating, Inc. Install Water Heater&Plumbing Fixtures-Rental
Residence
6676 R $1,967.33 Kier&Wright Civil Engineers& Consulting Services-Lot Line Adjustment&Record Of
Surveyors Inc. Survey At Monte Bello
6677 R $895.00 Liebert Cassidy Whitmore Legal Services
6678 R $155.40 Northern Energy, Inc. Propane Service
6679 R $1,905.96 Office Depot Office Supplies
6680 R $640.20 Petty Cash Business Meetings,Training, Parking&Mileage,Office
Supplies,Volunteer Supplies&Field Supplies
6681 R $140.51 Rice, Sally Reimbursement-Mileage&Cell Phone
6682 R $60.00 Sanguinetti, David Reimbursement-Cell Phone
6683 R $301.65 Sonoma State University Archaeological&Historical Study
6684 R $52.48 United Parcel Service Parcel Shipping
Page 2 of 3
Claims No. 07-06
Meeting 07-07
Date 3/28/07
Revised
Midpeninsula Regional Open Space District
# Amount Name Description
Total $111,959.89
1 Urgent Check Issued 3/27/07
Page 3 of 3
Claims No. 07-06
Meeting 07-07
Date 3/28/07
Midpeninsula Regional Open Space District
# Amount Name Description
6600 $325.83 Acterra Native Plants-RSA
6601 $527.92 ADT Security Services Alarm Service-FFO&SFO Batteries
6602 $3,317.39 Always Under Pressure Pressure Washer
6603 $152.00 American Red Cross First Aid Certificates
6604 $400.00 Association Of Environmental Recruitment Advertisement-GIs Coordinator
Professionals
6605 $19.03 AT&T Telephone Service-FFO
6606 $15.52 AT&T/Verizon Long Distance Fax Service-SFO
6607 $7,869.17 Balance Hydrologics, Inc. Consulting Services-In-Stream Sediment Monitoring At
ECDM
6608 $246.22 Baldzikowski, Matt Reimbursement-Mileage
6609 $57.60 Beckman,Craig Reimbursement-Cell Phone
6610 $393.25 Bolle, Ken Reimbursement-Uniform Expense
6611 $668.26 Cabela's Uniform Expenses
6612 $150.00 California Chapter American Planning Recruitment Advertisement-GIs Coordinator
Association
6613 $420,80 California Water Service Company Water Service-FFO&Windy Hill
6614 $89100 Camino Medical Group Medical Services
6615 $643.23 CMK Automotive Inc. Vehicle Maintenance&Repairs
6616 $720.08 Coastal Tractor Mule Accessories
6617 $40.00 Communication Arts Annual Subscription
6618 $306.94 Continuing Education Of The Bar Law Books
6619 $140.00 Costco Office&Field Supplies
6620 $2,582.50 Cotton, Shires&Associates, Inc, Geological Assessment-Kennedy Trail
6621 $156.00 County Of Santa Clara-Office Of The Fingerprinting Services
Sheriff
6622 $5,122.92 Design Concepts Graphic Design Services-Spring Newsletter
6623 $253.15 Design Signs Reflective Lettering&Numbers For District Gates
6624 $4,126.50 Environmental Science Associates Consulting Services-Environmental Review For
Proposed Land Exchange
6625 $209.80 FedEx Shipping Charges
6626 $56.00 Fitzsimons, Renee Reimbursement-Docent Supplies
6627 $644.19 Forestry Suppliers, Inc. Field Supplies
6628 $1,319.86 Foster Brothers Lock&Key Services
6629 $254.60 G&K Services Shop Towel Service
6630 $1,224.90 Gladwell Governmental Services, Inc. Records Management Assessment
6631 $15,446.25 Go Native Nursery Pest Management Consulting Services J Development Of
Outreach Program To Facilitate Treatment Of Slender
False Brome
6632 $190.22 Green Waste Recovery, Inc, Garbage&Recycle Service-SFO
6633 $200.34 HSBC Business Solutions Field Supply-Tractor Hitch
6634 $77,00 ID Plus, Inc. Name Tags
6635 $2,250.00 IEDA, Inc, Quarterly Consulting Services-Labor Relations
6636 $284.97 Interstate Traffic Control Products Traffic Cones
6637 $4,282.45 Jakaby Engineering Engineering Design For Culvert At Fremont Older Gate
6638 $302.75 Kern,Grant Reimbursement-Uniform Expense
6639 $112.11 Lanier Worldwide, Inc. Copy Machine Supplies
6640 $60.00 Macke Water Systems, Inc, Water Dispenser Rental-Two Months
6641 $57.72 McKowan, Paul Reimbursement-Volunteer Supplies
6642 $218.77 Minton's Lumber&Supply Lumber&Hardware
6643 $131.52 Noble Tractor, Inc. Tractor Accessories
6644 $62.73 Orlandi Trailer Trailer Accessories
Page 1 of 2
F
Claims No. 07-06
Meeting 07-07
Date 3/28/07
Midpeninsula Regional Open Space District
# Amount Name Description
6645 $87.63 Peninsula Digital Imaging Laminating& Mounting Services
6646 $250.00 PERS Public Agency Coalition Annual Membership
6647 $80,39 Peterson Tractor Co. Tractor Supply
6648 $14,475.95 Pillsbury Winthrop Shaw Pittman LLP Legal Services-Fogarty/MacFarlane Litigation
6649 $2,323.20 Richard Seever Pig Control Services
6650 $2,900.65 Roy's Repair Service Vehicle Repairs&Service
6651 $80.19 Royal Brass Inc. Field Supplies
6652 $690.00 San Mateo County Fire Department CDF Crew-Brushing At La Honda Creek
6653 $25012 Sears Field Supplies
1 6654 $600,00 Sharol Nelson-Embry Seasons Of Open Space-Display At Daniels Nature
Center
6655 $250.00 Sterling Underground Construction Septic System Monitoring-RSA
6656 $949.37 Summit Uniforms Uniform Expenses
6657 $918.02 Target Specialty Products Landscaping Supplies
6658 $86.34 The Workingman's Emporium Uniform Expenses
6659 $14,384.00 Timothy C. Best,CEG Engineering Geology For Bridge Locations, New Trail
Scouting&Stream Channel Restoration Assessment-
Thornewood
6660 $58.43 Tony&Albas Pizza Local Business Meetings
6661 $100,00 Town of Woodside Room Rental Deposit-Use&Management Committee
Meeting
6662 $17.07 United Parcel Service Parcel Shipping
6663 $432.46 United Rentals Highway Technologies Trail Signs/Barricades
6664 $340.46 United Site Services, Inc, Sanitation Services-FFO
6665 $251.39 Verizon Cellular Phone Service
Total $96,469.26
Page 2 of 2
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
TO: Board of Directors
FROM: L. Craig Britton, General Manager
DATE: March 23, 2007
RE: FYI's
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Memorandum
To: Craig Britton, General Manager
Rudy Jurgensen, Public Affairs Manager
From: Paul McKowan,Volunteer Programs Coordinator
Renke Fitzsimons, Docent Programs Coordinator
Date: March 22, 2007
Re: 2006 District Volunteer Hours
In 2006, District Volunteers contributed a record 15,149 hours of service, a 10% increase over
last year's totals. The dedication and support of these volunteers is key to the continued success
of the District's mission. Many thanks to these wonderful volunteers, the District Management
Team, and the Board of Directors for the continued support needed to ensure community
involvement in open space land protection, maintenance, and education.
2006 District Volunteer Hours
Crew Leaders*-----------------------------------------------------------------695
Conservation Easement Monitors------------------------------------------ 23
Community Outreach Volunteers------------------------------------------ 85
Outdoor Activity Docents -----------------------------------------------4,234
Special Projects Volunteers ---------------------------------------------2,069
Nature Center Host-----------------------------------------------------------505
Outdoor Education Leaders------------------------------------------------623
Preserve Partners* ---------------------------------------------------------2,423
Trail Patrol Volunteers----------------------------------------------------4,492
Total 2006 Volunteer Hours 15,149
**Fiscal Value $299,041
* Includes 60 Outdoor Service Projects (75% Resource Management)
** $19.74/hr as determined by Independent Sector, by State(www.independentsector.org)
After three months I finally made it back working on the new"bunkhouse"and pouring a cement pad. I can't tell
you enough how much midpen means to me,especially the friendliness of the maintenance staff and their genuine
welcoming of me back,every retired person should be so lucky.
Bob Pariani,Special Projects Volunteer
1998—present;2,200+hours of service
-- ---------
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
MEMORANDUM
March 16, 2007
TO: Craig Britton, General Manager
CC: Rudy Jurgensen, Public Affairs Manager
FROM: Kristi Britt, Public Affairs Specialist
SUBJECT: Status of Trail Guide Book Peninsula Tales & Trails
The status of the District's trail guide book Peninsula Tales & Trails is as follows:
The book was published in November 2004;6500 copies were printed.
Graphic Arts Center Publishing Company (GACPC) Sales
The publisher is responsible for selling 5,800 copies. 705 books (13%) remain in inventory.Our
contract with GACPC ends as of December 31, 2007.
The District has received the following payments from GACPC:
Payments received prior to GACPC's Chapter 11 filing*: $14,690.91
Payments received after GACPC's Chapter 11 filing*: $2,511.51
Total payments received to date: $17,202.42
Payments still owed for book sales as a result of Chapter 11 filing: $15,305.05 (this does not
include the value of the books remaining in inventory)
Total sales by GACPC: $32,507.47
*GACPC filed for Chapter 11 bankruptcy in April 2006.
District Book Sales
The District is responsible for selling 625 copies.The author David Weintraub received 75
copies as part of his negotiated contract. 124 books remain in inventory (120 damaged books*, 4
new books).
The District has sold the following:
Nov. 2004-June 2005: $8900.82 was received
July 2005-June 2006: $2,271.00 was received
July 2006-current:$648.00 was received
Total sales by the District: $11,819.82
The time periods are based on the State Board of Equalization sales tax payment schedule.
Not included in the above sales figures:
9 copies were provided to the media
5 copies were provided to Tom Lockhard (Stone&Youngberg)
39 copies were provided to Bay Nature Magazine at a 60% trade discount(our book was
selected as their donor gift-January 2005)
10 damaged copies were provided to the field offices
Total book sales:$44,327.29
Damaged Books*
The District received 277 damaged books from the publisher in December 2005. If we did not
opt for taking these books, they would have been discarded. We have been selling these books
from the District office at half-price or$10.80 per book(including tax). (Monies received for the
damaged books are accounted for in the figures above.)
Expenditures for the Book Project
Payment to GACPC: $58,565.00
Payment to author David Weintraub: $26,300+$5,000 for 50 images for the book+$2,310.23 for
appearances=$33,610.23
Total expenditures: $92,175.23
The District incurred about a $10,000 loss on the book when the decision was made to change
the retail price from$24.95 to$19.95.
$24.95 x .5(GACPC's normal trade discount)=$12.50
$12.50 x .75=$9.375 (District's net revenue)
$9.375 x 6500 books=$60,937.50 District would break even on the publishing expense
$19.95 x .5=$9.975
$9,975 x .75=$7.481
$7.481 x 6500=$48,626.50($9,938.50 loss)
Continued Book Promotion
I am currently following up with the publisher to find out what their marketing plan for the
book is this year, and if there are any opportunities we might be able to take advantage of to
sell the remaining inventory.
2
This spring(2007) the book is being advertised in the following locations:
-Bay Area Parent Magazine-San Francisco/Peninsula edition(68,000 copy distribution)
-Half Moon Bay Review Visitor Guide-mailed to all the homes on the coast(15,000 copy
distribution),not just HMB Review subscribers
-Kings Mountain Echo newsletter
- Open Space Views
In the 2007/2008 fiscal year, we will pursue further advertising opportunities in:
-Bay Area Parent Magazine-Silicon Valley edition (77,000 copy distribution)
~Half Moon Bay Review Visitor Guide (Fall edition) (15,000 copy distribution)
~Santa Clara Valley Audubon newsletter, The Avocet, and the Audubon store at McClellan
Ranch
- Local weekly/daily newspapers
-Possibly feature a route in the book on a docent-led hike
-Distribute a letter/book brochure to local user groups
We have previously inquired and/or advertised the book in the following locations:
~Bay Nature Magazine(April-June 2006 issue)
-Picchetti Winery
~Wild Bird Center of Los Gatos(April-May 2006 newsletter);also ordered copies through
GACPC for the affiliated retail store
~Mountain Network News (April 2006 issue)
-Bay Area Hiker Web site
-City of Mountain View Recreation Guide (Summer 2006)
-Committee for Green Foothills (Fall 2005 newsletter)
-Loma Prietan/Sierra Club newsletter(March/April 2006 issue)
-Acterra
-POST
3
Regional Open Sp,
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
March 15, 2007
David E. Woods, Mayor
City of East Palo Alto
2415 University Avenue
East Palo Alto, CA 94303
RE: City of East Palo Alto Vision for Cooley Landing
Dear Mayor Woods:
Thank you for your January 28, 2007 letter outlining the City of East Palo Alto's
admirable vision for Cooley Landing. Please be assured that the Midpeninsula Regional
Open Space District is an enthusiastic, willing partner in realizing an appropriate, lo-
intensity project for both our lands. I have directed Craig Britton, our General Manager,
to prioritize initiating contact with Alvin James, the City Manager, to set up a meeting
between City and District staff to discuss the next steps and the process as a whole.
In the spirit of colla ation,
enneth C. Nitz, President
l� �
Board of Directors
KCN:sgs:ak
cc: MROSD Board of Directors
Craig Britton, General Manager
33o Distel Circle 650-6gi-12oo info@openspace.org BOARD OF DIRECTORS:Pete Siemens,Mary Davey,Jed Cyr, GENERAL MANAGER:
Los Altos CA 94022-1404 650-691-0485 fax www.openspace.org Curt Riffle,Nonette Hanko,Larry Hassett,Kenneth C.Nitz L.Craig Britton
.Regional Open Sp e
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
March 14, 2007
Holly Van Houten
Committee for Green Foothills
3921 E. Bayshore Road
Palo Alto,CA 94303
Dear Holly,
This letter will confirm a few items that have been discussed between you and Jennifer Williams,the
District's Community Programs Aide, relative to the bench dedication in honor of Lois Crozier Hogle.
Michael Newbum will continue to be your field contact for this project, including the bench installation
date and details,and Jennifer will continue to be the staff liaison for the event.
As you determined,the dedication will take place on Friday May 18,2007, with a current proposed
arrival time of 10:00 and a planned program time of 11:00 tol2:00 Noon. The parking for the event will
be in the"Rancho"permit lot(see attached map),with overflow parking at the field office as needed. We
will have staff and District vehicles on hand to shuttle a limited number of people closer to the site
(within approximately 100 yards). Due to staffing time, vehicle availability, and impact to the general
public,we will be able to shuttle a maximum of 20 people to the site. An unlimited number of people
may walk to the dedication event. The walk up to the site is a little over a mile, but because it is uphill,
people should allow an hour for the hike.
The District will also have two administrative staff members on hand to assist you at the day and time of
the event. Jennifer will be there along with Paul McKowan,the District's Volunteer Coordinator. They
will help you with transporting the food and beverages,tables,chairs, and canopies to the site, as well as
assisting with set-up,directing traffic, and other duties as needed.
As mentioned by phone, the initial thought of planting shade trees at this site will not be possible because
the bench is being installed near a designated helicopter landing zone.
We sincerely appreciate your efforts with providing this wonderful tribute to a great woman.
Si cerely,
L. Craig Britton
General Manager
Cc: MROSD Board of Directors
Jennifer Williams
Michael Newbum
Paul McKowan
33o Distel Circle 650-691-12oo info@openspace.org BOARD OF DIRECTORS:Pete Siemens,Mary Davey,Jed Cyr, GENERAL MANAGER:
Los Altos CA 94022-1404 650-691-0485 fax www.openSpace.Org Curt Riffle,Nonette Honko,Lorry Hossett,Kenneth C.Nitz L.Craig Britton
e +
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
TO: Board of Directors
FROM: L. Craig Britton General Manager
DATE: March 28, 2007
lil
RE: FYI s
The Bay checkerspot butterfly returns to Its home at
San Mateo Countys Edgewood County Park and Natural Preserve
Date(s) Thursday April 5, with a rain date option of Monday April 9. The release of adult
butterflies requires specific weather conditions. On Monday April 2, the decision about which
day will be confirmed.
Time 10:00 to 1:00— event and access. The event begins at I I and the program will last
45-50 minutes. However, time must be allocated for travel to the site in the middle of
Edgewood County Park and Natural Preserve. Those attending should plan to arrive at one
of the staging areas in the 10 o'clock hour. There are two options for accessing the site: 4
mile van shuttles or a half mile walk. We will coordinate this with you in advance and will
provide direction and specific time assignments.
Access Options
➢ 30 minute 1/2mile docent-led walk from Clarkia Trail head
o Meet atlO:15am
25 minute 4 mile van shuttle from Canada and Edgewood Roads to park interior
0 Vans leave at 10:05, 10:15, 10:25
Appropriate Dress
The site is a natural preserve and could be muddy or dusty, depending on recent weather.
All surfaces are dirt trails commonly found in natural preserves, with rocks and uneven
surfaces. Appropriate slacks and sturdy walking shoes or boots are strongly recommended.
Dress shoes, especially shoes with open toes, soft soles or heals are strongly discouraged.
Hats and light jackets or sweaters are also recommended.
Program
11:00- 11:45
o Welcome & Acknowledgments by Dept of Parks and County Parks Foundation
o Remarks by Federal, State and County representatives (3-5 minutes each)
o Remarks by Project Funders PG&E, REI & National Fish and Wildlife Foundation (2
minutes each)
o Remarks by Friends of Edgewood Natural Preserve (2 minutes)
o Remarks by Fish and Wildlife Service (2 minutes)
o Remarks by Dr. Stuart Weiss, ecologist (10 minutes)
■ Release of adult butterflies
o Close (2 minutes)
Background materials about the effort are enclosed. Additional documents are available
electronically.
Other logistics
Water and portable toilets will be available. Due to the sensitive nature of the site, other
refreshments will not be served. No dogs or other pets are allowed.
Approximately 100 people are expected, including school children.
For more information or to RSVP: Contact Julia Bott, Executive Director
Julia@Sur)r)ortParks.org or 650-321-5812
SAN MATEO COUNTY
BLUE CIRCLE
PLEASE JOIN
LOCAL AGENCI
SPECIAL
INTEREST
*CONCERNED A COMMUNITY FORUM TO SHARE IDEAS,
CITIZENS TO INFORMATION, AND RESOURCES FOR THE
. DISCUSS
GOAL,OF NATURAL RESOURCE MANAGE-
FUTURE OF SAN MENT, EDUCATION, AND STEWARDSHIP.
MATEO •
WATERSHED "NEIGHBORS: PUBLIC & PRIVATE LANDS"
TUESDAY APRIL 3, 2007
3:30 TO 5:30 PM
AT ELKUS RANCH
PANELISTS`
• AUDREY RUST-PENINSULA OPEN SPACE TRUST
• BOB MARSH- SAN MATEO COUNTY FARM
BUREAU, FARMER& RANCHER
• DAVID SANGUINETTI- MIDPENINSULA REGIONAL
OPEN SPACE DISTRICT
• SUE GARDNER-GOLDEN GATE NATIONAL PARKS
CONSERVANCY
• VINCE FONTANA- RANCHER
• RESIDENTIAL NEIGHBOR OF OPEN SPACE TO BE
ANNOUNCED
DIRECTIONS:
ELKUS RANCH IS ON VERDE ROAD, FOUR AND A
HALF MILES SOUTH OF THE HIGHWAY 92 AND
HIGHWAY 1 INTERSECTION.
► GO TO HTTP://CESANMATEO.UCDAVIS.EDU/
CUSTom%SFPROGRAM/ FOR MAP AND DIRECTIONS.
THE SPEAKERS WILL BE FOLLOWED BY A SOCIAL
'I
Regional Open Space
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Memorandum
To: Craig Britton
From: Lisa Infante
Date: March 22, 2007
Re: Approval for limited use of the new herbicide Milestone VM
This memo requests your approval for limited use of the herbicide Milestone VM (Aminopyralid).
This herbicide was recently approved by the EPA under their"Reduced Risk"program due to its
relatively benign effects on the environment, humans, and wildlife. These effects are outlined in
the attached summary. In short, Milestone does not move into groundwater and can be used up to
the edge of aquatic habitat. It is practically non-toxic to test organisms and carries no risk of acute
dermal reaction or other effects to the applicator.
Milestone VM kills broadleaved plants in the sunflower family but does not affect established
grasses, so it can be used in grassland areas. It has both pre-emergent and post-emergent
capabilities, meaning it has long-lasting control. It will kill existing weeds, and then will prevent
more weeds from emerging for a short period (likely I to 3 months, depending on site conditions).
Milestone VM may therefore be ideal for controlling stinkwort, a new weed that is currently
invading disturbed sites and is threatening to invade adjacent grassland areas. Stinkwort plants
germinate in spring but may emerge as late as September. Several applications of Roundup would
therefore be required to eradicate a stinkwort infestation; while one application of Milestone may
be equally effective. Because one stinkwort plant can produce about 15,000 seeds, it is critical that
late emergence is suppressed.
Stinkwort (Dittrichia graveolens; see attached fact sheet)was first observed on Rancho San
Antonio OSP several years ago at one isolated location. Last year, many more populations were
observed at Rancho and several other preserves, including at the Skyline Ridge tree farm. This
weed is extremely invasive. In some areas of Santa Clara County, it has already formed
monocultures over many acres of land. It is able to tolerate extremely harsh conditions, including
flooded, saline, and extremely compacted soils. The Santa Clara County Weed Management Area
has formed a task force to track the spread of stinkwort due to its invasive potential and rapid
spread.
In conjunction with the Foothills staff, we would like to test the efficacy of this herbicide on
stinkwort at six experimental locations. If effective, we would then expand use to stinkwort
infestations throughout District Lands, as well as in other select situations. For example, Milestone
VM may be an excellent tool to control the extensive thistle infestations along Mora Road on RSA
without affecting the surrounding grassland. As with all herbicide use, Milestone VM will be
applied only in those areas where other methods of control are infeasible or ineffective, and where
no sensitive otherwise desirable susceptible plants occur.
III
MILESTONE AMINOPYRALID HERBICIDE
HEALTH AND ENVIRONMENTAL EFFECTS
Milestone is an auxin-like growth regulator that is absorbed by plant leaves and roots and
moves through the xylem and phloem. Milestone is in the same chemical class (Clopyralid)
as Transline. Both herbicides are used primarily as post-emergents, but have some pre-
emergent activity.
TOXICITY SUMMARY
1. Aminopyralid is marketed as a Reduced Risk herbicide that provides reliable control of
a broad spectrum of noxious weeds and invasive plants on rangeland and pastures,
rights-of-way, and wildlife habitat areas. Its residual action should alleviate the need
for repeat applications, resulting in a reduction in the amount of herbicides applied to
the environment for the control of these weeds. Aminopyralid has been determined to
be practically non-toxic to non-target animals at the registered application rates,
compared to the alternatives (ie Transline), and is less likely to impact both terrestrial
and aquatic plants.
2. Reduced-risk pesticides are newer classes of compounds that pose a lower health risk
to humans and the environment. This new classification and registration process
resulted when the EPA implemented the Reduced-Risk Pesticides Initiative in 1993 to
provide incentives to encourage the development and registration of pesticides that
present lower risks to public health and the environment, and to encourage the
replacement of higher risk pesticides in the marketplace. The Reduced Risk Pesticide
Initiative is an EPA program that expedites the approval process for chemicals that:
• Reduce the risks of pesticides to human health.
• Reduce the risks of pesticides to nontarget organisms.
• Reduce the potential for contamination of groundwater surface
water or other valued environmental resources.
• Broaden the adoption of integrated pest management strategies,
or make such strategies more available or more effective.
i
3. The active ingredient in Milestone, Aminopyralid, is not included in the list of
chemicals currently under EPA review for potential toxicity to amphibians.
EFFECTS ON HUMAN HEALTH
1. The Milestone label has a signal word"Caution", as does Roundup, Transline, and
Formula 409 (what we use to clean our desks).
2. The EPA Registration studies for Milestone did not indicate any concern regarding its
endocrine disruption potential.
3. The source of human exposure results from dietary exposure from food and drinking
water, and short term incidental oral exposure, a short term oral exposure of children
to treated campgrounds. Aggregating these exposure estimates gives a combined
potential level of 0.0033mg/kg/day, for the highest exposed group, children 1-2 years
of age. The margin of exposure (MOE) associated with this Tier I exposure estimate
is 32,000, greatly above the acceptable limit(MOE = 100). EPA thus concludes that
there is reasonable certainty that no harm will comef rorn aggregate exposure to
aminopyralid residues. Aminopyralid has been classified as "not likely" to be
carcinogenic to humans.
4. Based on labeled uses, the occupational exposure is expected to be short- to
intermediate-term and no long-term exposure is expected. Based on the available
toxicological information, dermal exposures do not result in any adverse systemic
effect.
EFFECTS ON ENVIRONMENT
I. EPA testing results show that Aminopyralid is likely to be non-persistant and
relatively immobile in the field. Minimal leaching occurs below 15-30 cm. This
means that the chemical stays where you put it. The Dow Factsheet says it"can be
used up to the water's edge".
2. Aminopyralid has been shown to be practically non-toxic to birds, fish, honeybees,
earthworms, and aquatic invertebrates. Aminopyralid is slightly toxic to eastern
oyster, algae and aquatic vascular plants. The log Kow is less than 3, indicating that
aminopyralid is not expected to bioaccumulate in fish tissue.
3. Milestone stays in the soil for some time (in situ halflife varies very widely between
soils....EPA uses 105 days, Dow Factsheet says 35 days, which is the minimum. The
maximum is 500 days...probably in clay soil.) Because it is soil residual, it kills
germinating weeds. Note that it does not kill the seed; it is absorbed by the newly-
germinated plant, which then dies before it emerges from the soil. HOWEVER, it
will likely prevent all plants from germinating, even grasses, which it does not affect
at later growth stages.
DIGR
Ditaichia graveolens
Stinkwort, camphor inula, stinkweed
Caution: The oils from this
plant may cause headaches
and itchiness. Wear long
protective gloves and
protect your face when
handling.
AN
®2005 DPI ®2004 Robert E.Preston,Ph.D.
(and upper left photo)
Identification
1 main central stem with many branches,somewhat cone shaped,up to 3 feet tall,resembles tarweed,
foliage is light grayish/green,alternate leaves, fine hairs on leaves, sticky, smells strongly of camphor,
seed heads are small and fluffy.
Dig/Pull
Hand pull or dig out entire plant before flowering. If flowering heads are present,they should be
contained.
Seasons: Preferably summer.
Disposal: If flowering heads are present,even if immature, they should be contained and disposed
of off-site.
Materials:Long gloves,protective face cover,shovels,Pulaski,plastic garbage cans,native grass seed
or mulch.
Follow up: Reseed the area with native cover crop. Monitor and retreat annually.
Spray
Spray plants with Roundup Pro or Aquamaster at labeled rates. (Milestone is a new herbicide that
might be useful for this weed;check label and consult with Pest Control Advisor.)
Seasons: Early AND late summer.
Materials:Backpack,ATV,or truck-mounted sprayer,safety equipment.
Follow up:Spray again during late summer to pick up the late emerging plants.
Mow/Cut
Mow or brushcut plants close to the ground.
Season: Summer before flowering
Materials: tractor mower,walk-behind mower,brushcutter or weed whacker,depending on size of
infestation.
Follow up: Mow again later in the season to pick up late emerging plants before flowering.
MROSD Control Notes:Dittrichia graveolens Updated 10/3/06
Midpeninsula Regional Open Space District www.openspace.org
MEMORANDUM MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
To: L. Craig Britton, General Manager
From: John Maciel, Operations Manager
David Sanguinetti, Area Superintendent—Skyline
Subject: Update and Expansion of the Ranger Motorcycle Patrol Program
Date: March 20, 2007
Purpose: The use of an off-road motorcycle program in District Open Space Preserves for ranger
patrol was initiated to increase ranger presence in"difficult to access" areas. The program
increases visitor contact, improves accessibility, reduces vehicle impact in sensitive areas(initially
in the El Corte de Madera Open Space Preserve), and assists with search and rescue incidents.
Background: After the District purchased a motorcycle in 2003, (with a second one purchased in
2004), the Skyline ranger staff successfully completed an off-road motorcycle training program.
Over the last two years the Skyline rangers have performed regular and routine motorcycle patrol in
El Corte de Madera Open Space Preserve. The reaction to rangers on motorcycle by the public has
been very positive. The majority of visitors who were contacted understand and accepted the
necessity for rangers to patrol by motorcycle.
The District installed high profile logos on the motorcycles and required rangers to be in uniform
for clear identification and safety. Rangers were instructed that, while on routine patrol or in
process of making a contact of a violator, they are never to exceed the posted District vehicle speed
limit of 15 MPH on preserves. Rangers are required to stop and contact every visitor they
encounter in order to provide an opportunity for public relations and to answer questions regarding
the District or the Motorcycle Program. The result has been many positive visitor contacts, and an
increased opportunity to catch violators in remote areas. The program has been in effect for over
two years without incurring a motorcycle accident or related staff injury. In addition, the District
has not received any complaints regarding motorcycle use as a tool for ranger patrol.
Program Expansion: The Ranger Motorcycle Patrol Program in the El Corte de Madera Open
Space Preserve has been a success. We would like to expand the program to other Preserves. The
specific preserves would be approved by the Operations Manager, using the same guidelines for
operations which are currently in effect. The motorcycle would be transported between preserves
on a trailer, and would not be operated on public roads.
Currently, two additional motorcycles have been budgeted for in the 2007/2008 fiscal year. The
new motorcycles will be assigned to the Foothills area.
App v of ogram Expansion
L. Craig Bretton
General Manager
II
Page 1 of 2
Sally Rice
Subject: FW: Costs to permanently convert Yellow Star Thistle in one application
From: Craig Dremann <craig .astreet.com>
Date: March 6, 2007 9:39:07 AM PST
To: icy r@o_r@,open;space.org
Cc: k.leningtonopenspace._org, croessle_r c�ia opens_pace.org,
craigQastreet.com
Subject: Costs to permanently convert Yellow Star Thistle in one
application
Dear All,
For another Central California land management agency, I have worked up
some prices to permantly convert about 600 acres of YST in Central
California non-serpentine soils within one winter/spring season, using
my licensed YST technologies.
I am sending you a copy of the costs, for your Board's and the
District's Land Managers' interest.
ONE TIME APPLICATION/land management, with no grazing, mowing, plowing,
pulling, tilling, burning or herbicides,to permanently convert YST
99.99% and the process working within 120 days or less, with no future
maintanence:
PER ACRE,to convert back to solid exotic annual European grasses,
$2,500/acre for materials only---with labor, machinary rental and
licensing costs extra.
PER ACRE, to convert back to exotic annual European grasses, plus to add
native grassland species, $60,000 for the first native species, and
$20,000 for each additional native species, for materials only---with
labor, machinary rental and licensing costs extra.
I don't know if anyone else is currently offering any processes that can
permantly take care of YST in one application, with no future
maintanence?
As far as I know, all the other processes require at least three
applications to get back to exotic grasses, plus you cannot get 99.99%
permanent conversion of the YST in one application, and none of the
other processes intentionally give you back any solid stands of native
plants(you might get a few California natives back by default)?
Sincerely, Craig Dremann
3/28/2007
General News
3 / 12 - 3 / 23
my
San Mateo County may reject Stanford trail plan.
P.q Weekly
Seven-year journey may not be ending yet The location of-the proposed trails cept this-offer." When the Santa Clara County
by Don Kazak took several years to work out,with The San Mateo board will discuss Board of Supervisors approved the
a southern trail near Page Mill Road the recommendation at its meeting trails plan in December 2005,the
he San Mateo County Board of Supervisors should reject a proposed approved in December 2005,along Tuesday.,: vote was 4-1,with,Supervisor Liz
hiking trail to be built along Alpine Road by Stanford University, with Stanford's proposal fora&ail -Stanford offered$8.4 million to Kniss opposed.Several local groups
according to a recommendation made public by-,Supervisors Rich along Alpine Road in San Mateo San Mateo County to build the trail. also opposed the AIpine Road trail
Gordon and Jerry Hill. County as the northern trail. "` Gordon and Hill recommend that proposal. ,
The trail is one of two proposed hitting trails Stanford is being required to Supervisors Gordon and Hill those funds be returned to Santa Palo Alto-based Committee for
build as a condition of approval of a plan that will allow long4erm campus wrote in a memo that they`fully Clam County for.other projects. Green Foothills sued Stanford and
development.The deal,made in 2000 with Santa Clara County,would al- investigated this offer and conclude Ji ll and Gordon.served as a sub- Santa Clara.County in June 2006
low the university to build an additional 2 million square feet of academic that it is not in the interest of San committee•af the`5an:Matec County
buildings and 3,000 housing units. Mateo County and the region to ac- 'board to analyze the'propose d trail, (ecintinued on page 71
Traits
(continued from page 3)
to block the plan,arguing that the
northern trail,which wouldn't be
built on Stanford lands,didn't have
adequate environmental review.
A judge dismissed the lawsuit
because the nonprofit didn t, is
lawsuit within 30 days of the De-
cember 2005 Santa Clara County
approval of Stanford's trails plan.
The committee has appealed that
decision, and the appeal is still
pending.
"We are pleased by San Mateo
County Supervisor Rich Gordon
and Jerry Hill's recommendation
to reject the Alpine Road sidewalk
proposal,"said Holly Van Houton,
executive director of Committee for
Green Foothills.
"Stanford tried to get out of its
obligation to build a trail crossing
its land in return for substantial de-
velopment rights it received by mov-
ing the trail into San Mateo County.
This recommended action validates
our opposition to the trail."
Larry Horton,Stanford"s director
of community and government re-
lations,said that Stanford officials
haven't talked to San Mateo County
officials"in weeks or even months.
This caught us completely by sur-
prise. We will be evaluating this
new information."■
I
MARIN COUNTY
Illegal bike trails
threaten riders,
rankle officials
By Tom StienstraFG�rc>
CHRONICLE OUTDOORS WRITER'
Three mountain bikers say they narrowly escaped
injury in the foothills of Marin County last week
when they unknowingly turned on a closed, rene-
gade-built bike trail and then nearly plowed into
barbed wire and fence stakes intended to block out-
law riders.
Dana Beckstoffer, 43, of Petaluma said she was
riding downhill with two female friends on what she
thought was Split Rock Trail when they nearly ran
into barbed wire strung across the trail. A minute
later,the group again stopped just in time,she said,
to avoid beingimpaled b fence
p y stakes that were
embedded in the trail and then bent forward at an
angle.
►TRAILS:Page 139
BAY AREA AND CALIFORNIA PN §an Francisco(chronicle B9
Outlaw trails become
a danger for riders
►TRAILS
"Mountain hikers �-
From Page B 1
want technical single r 1
"The trail isn't posted as closed
to bikes. You don't even know track. ... I really
Xou're on an illegal trail," Beck- -
r rider, Celia believe Its $In1e t®
stoffer said. Another -�
Graterol of Mill Valley,42,said in
advocate somethe late-afternoon light, they
nearly hit the barbed wire. bike-only trails. 99
"If it had been a little darker,I
probably would have hit it,"Beck- DANA BECKSTOFFER, -
stoffer said. mountain bikery� a
Beckstoffer and her riding part-
ners first thought someone had barbed wire have been removed
3
- trail. in the past wee and rangers are
booby trapped the a p k,
It turned out the county had reassessing how to regenerate the
placed barriers there to block out- landscape and how to keep bikes
to Sharon out to protect it.
law riders according
P :
c•
Mc
Mamee, directo
r of the Marin Beckstoffer said that she and
County Open Space District. her friends started their ride by z
Signs warning that the trails were heading up White Hill Fire Road, N Y
closed had been removed by un- a legal biking route. They then f -
turned onto the illegal trail
known persons. g ,think-
r - = 1•
ir,,..
R
M
The incident highlights the ing it was the Split Rock Trail. =s="
long-simmering feud between The women said there was no sign
mountain bikers, park agencies posted against bikes. ,
and hikers over trail use, where The illegal trail crosses a rocky je ,r
bikers want access to single-track section and then drops and takes a ' .
trails and want to build their own short left turn into forest. In thek
trails. Most park districts forbid muted light, the riders said they ' '� °�;
bikes access to single-track trails nearly ran headlong into a barri-
and hikers recoil at confronta- cade they described as spanningr
lions with high-speed bikers head- across 3 feet of the trail where
ing downhill on narrow trails. eight stakes had been pounded in- �° F '� ` J "N BLANCHARD/The Chronicle
..,
"This is an outlaw bike trail," to the ground about 3 inches OH
McMamee said. "It's not on any apart, and then bent at a 45-de- Dana Beckstoffer holds a fence stake like one she nearly ran into
maps, and we have signs posted gree angle so it was pointed at that was embedded in a trail and bent at a dangerous angle.
that say, `This is an illegal trail.' anybody coming down the trail.
We've got a couple of renegades On single-track trails in wet
who do damage, and then say, canyons, where biking is prohib- trails closed to mountain bikes. works."
`We're going to ride these trails ited and the land is vulnerable to "Our goal is to make the trails Beckstoffer said that she be-
because it's our right.'They keep erosion, it's common across the safe,"Helliker said. lieves mountain bikers should be
taking the signs down, and we've Bay Area for park districts, open Lisa Luzzi of Access For Bikes permitted to go through the man-
tried to put up barriers,boulders, space districts and water districts said her group and others have dated protocol to build bike-only
shrubs,fences,barbed wire." to post barriers that can be tra- worked with agencies to open up trails in parks and open space.
In an e-mail to The Chronicle, versed by hikers but require an il- more trails to bikes, such as at "Mountain bikers want techni-
a mountain biker who asked that legal biker to dismount. China Camp State Park in San Ra- cal single track," she said. "They
his name not be used said that he Renegade trails, which are fael, and at the same time, im- don't want the 5-foot wide sanc-
bent the stakes in an attempt to built by mountain bikers who press bikers to stay off closed tioned trails we're getting.I really
dislodge them. want to ride their own trails, are trails. believe it's time to advocate some
The illegal route runs through banned because they do not fol- After hostilities spiked between bike-only trails. If Marin County
a serpentine and bunchgrass low environmental laws or public hikers and bikers in the late 1990s, won't share the hundreds and
meadow, and then down along a input protocols. Luzzi acknowledged that "the hundreds of trails, we should be
creek that provides spawning hab- Paul Helliker, general manag- flames have really gone down"in able to build our own."
itat for coho salmon,"all of it very er of the Marin Municipal Water the past few years. "We've been
sensitive habitat,"McMamee said. District, said rangers have placed making so much progress.I hope E-mail Tom Stienstra at
She said the fence stakes and barriers, such as boulders, on this doesn't throw a kink in the tstienstra@sfchrornicle.com.
9uoelof2 _
�� " Independent� Journal
�
�r����� ������������ w�����^
/ —
Bikers: Marin agency »Kmooby—trapped" trail
mo,kprado �
mann Independent Journal
Article Launched:u3/z5/zun7 11:40:47pm PDT
Mountain bikers are outraged at the Marin County Open Space District, whose employees they say^boubv'trappeg^an illegal
� t,^o by hanging barbed wire and burying metal posts into the ground, then leaving the tops exposed.
�
"We don't mind paving a ticket, but we don't want to be impaled, maimed or killed,*said Dana aedmmne,vrPetaluma, a
mother p*two who first saw what she called "booby traps" last week.
eecksmne,initially assumed vigilante hikers stretched barbed wire at knee-and chest-high levels on one section of an mcpa|
trail near the Split Rock Trail above Fairfax.The chest-level barbed wire was painted orange.
Heavy boulders were moved onto the trail and a series of green metal fence posts were buried, leaving I-to 3-foot sections
� expuseg, which were then bent at 45'uenmeano|c, tum �bikers.
/x e,s.
�
"If someone hits that and falls onto them as they are going downhill, it would go right through them," Becxsume,saW.
�
She complained to Open Space officials and the materials were removed. �
"It was not the most well-txovuxt-ou,somumn,^acknowledged sxomn McNamee, director and general manager u,the umn,v �
district. �
� McNamee said Open Space crews and rangers placed the materials n^ the trail, and she ordered their removal when she learned
about them.
The stakes and barbed w/,c were not intended to hurt rogue riders, but to be deterrent to keep people off the trail, McNamee
said.
"It was not the smartest plan, but it was not intended mbe dangerous," McNamee said. "It was very visible when you came
upon it."
oecxsuoffe,bcncves the intent was»oinjure.
'The(posts) were put m aUadk, forested area ona sharp cume'^ she said. "They were painted green and you could barely see
them. It could have caused someone major damage.^
� Larry Minikes, president of the Trails Preservation Council, said he was concerned about safety.
�
"If there Is some problem, we would never condone the use of anything that could cause harm," said Minikes, whose group
� generally prefers to see bikes remain off narrow"single track"trails.
� Constructed illegally by bikers more than 10 years ago, the trail begins near the end of Cascade Drive at the beginning nrthe �
� Elliott Nature preserve.
�
e��say they U�the trail because its n�h ed rocky terrain offers a���for advanced riders. �
� �
"Most of the riders who ride this are responsible,"
said Jeremy Miller of San Rafael, who was riding the trail Thursday. "It's not
cool to say only one group can use the trail. Why put up barbed wire?That Is crazy."
McNamee said the trail is illegal toall, hikers and bikers, and that Open Space officials will meet with memarin Municipal Water
District, which owns land near the trail, to look at ways to shut|t down completely.
"The trail is in a sensitive environmental area,^ she said. *There in a a creek there, |t|s very steep in places and the trail causes
http://www.marinij.com/portlet/article/html/frara
.,ments/print ortc}o 'xp?aztoleId=544g34l... 3/22/2007
trailkillerz Page 1 of 6
SEARCH BLDG FLAG BLDG Next Blog» Create Blog I Sign In
� 1R •'
l �+
1
SUNDAY, MARCH 18, 2007 T R A I L K I L L E R Z
The Trouble With Ron Acker's Views
Let's Now Deconstruct -March 18,2007 `.
What is most curious about the following opinion piece in
Saturday's (March 17, 2007) Marin IJ is not so much the article I
itself but the speed with which it was posted and the unusual black
}
box drawn around it to bring attention to itself. Letters to the IJ
Opinion editor usually take several days, sometimes longer to get
posted. This pro-mountain bike letter made it into the Saturday
paper faster than any response I've ever seen in 10 years of
reading the IJ, which raises the question, was there any collusion
between mountain bike proponents and the paper's editorial staff?
Here's the letter written by Ron Acker of San Anselmo: My
comments in green.
Trails should be open to all (Ron Acker Marin IJ March 17, 2007) . •........••..............................•....•.-...•.-.........._...__......__.....
This is in response to Friday's IJ article concerning obstacles placed B L o G ARCHIVE
on the Split Rock trail by Marin Open Space District to deter ♦ 2007 (2)
mountain bikers from using the trail. ♦ March (2)
It's a mighty understatement by Sharon McNamee, district general The Trouble With Ron Acker's
manager, that its solution to place barbed wire, boulders and Views
metal fence posts across the trail was"not the most welt-thought Response to Biased Article In
out solution." Marin IJ
Regardless of district rationalizations that this effort"makes the
trait safe,"the perception is that by placing barbed wire at chest
and head level and planting metal posts painted green in the trail
the intent is bodily injury.
This is nonsense. Rangers from the Marin Municipal Water District,
State and Local rangers often take trail blockage actions to close
off or protect fragile or environmentally sensitive trails. Mountain
bikers have a habit of either tearing these barriers down or
damaging them to gain entry to off-limits trails
http://trailkillerz.blogspot.com/ 3/19/2007
� traiDcillerz Page 2ofh _
�
�
� This further illustrates the divide between wadn [and managers
� and mountain bikers. Mahnis the birthplace of mountain biking,
and yet, mountain bikers are discriminated against in their access
� to traits. The basis for this |s suspect at best and based on
anecdotal trait encounter data or questionable environmental
impact analyses. The debate must move beyond stereotypes and
prejudices tnpragmatism.
|'K bring in Connie BeMo, a Long standing member of the Mahn
� County Open Space Board.
Dear Sir:This letter inho correct the misinformation spread by
mountain bikers such on Ron Acker(17 March)claiming that the
basis for trail use regulations io"suspect mt best and based on
anecdotal trail encounter da\a...^ It's time that Acker and others learn
the facts, if only the|-J will print this letter.
Trail accidents and deaths caused by mt. bikers have been well
documented in ranger reports and articles and the file iagrowing.
Theme range from deaths to horses from 1080 (Annodm| State Park)
to a shocking incident in Santa Barbara in October 2005; deaths to
humanm, from o 1893 incident in Sacramento to bike-to-bike
collisions in Colorado in 2003. In Ju|y2OOO there were three serious
injury accidents in Mahn County a|one, uouaod by mountain
bicyclists. One was to a jogger on KXL Tam and two to horseback
� riders in Mahn County Open Space. One rider suffered a broken
� collarbone: the other was knocked unconscious and suffered a
concussion.All/f these details can bmverified.
With over 600 miles of ample wide dirt 5na roads in Mahn
appropriate for sharing in poace, it is sad that mt. bikers continue 0u
� focus on narrow trails and footpaths where their speeding presence
is a safety hazard to all users. |'d like to see more of their "self-
policing" as claimed by Acker. Fact is, the bicyclists themselves
� have access to every u|ng|o hiking trail in Mahn County — it's only
� the bicycle that must bo left athome.
Sincerely, Connie 8erto, San Anyeimo.
� Nmhn's Large mountain biking community isn't going away. Riding
� singietock is fun. There are more than 600 miles offire roads and
sin@ietrackinMahn. There are less than ]U mites of^(egu['
singietrack available tomountain bikers. The primary spots, China
[amp and Tamarancho, get rather crowded as result. Given
supply and demand, there will bp mountain bikers on ''iUegai~
�
singhptrazk.
There's a good reason why mountain bikers aren't allowed
everywhere. Mr. Acker seems tu be forgetting another vital �
�
component to the open space experience and that is the needs of
�
�
traiKu8crc Page ] o[6
�
� the varied wildlife that inhabit Nmhn's open space regions. A
� glance atMarin [ouoty's official open space web site will reveal
some of the varied wildlife that inhabit these regions
� http://www.enatune.com/parkguides/inca(guide_park_dispiay.asp?
�
pyn=CA_Mohn_County6curgruup|D=5
|n the 1U years I've been hiking the traits in and around China
� [amp I've noticed a large drop off ofanimal sightings that can only
�
be attributed to increase human activity there especially with the
onslaught nf bike traffic in the wilderness. Gone are the grey fox,
raccoons and skunks | used tn see high onSan Pedro Mountain ridge
tops. Numerous ring neck snakes are squashed by bike tires. Tires
that move too fast to avoid doing this kind of damage.
This situation is analogous to Prohibition. |f you drive anactivity
undergmund, you lose control. Mahn Land managers can either
choose to allocate their limited time and resources to policing
mountain bike activities or they can choose to embrace mountain
biking and leverage that interest to upgrade existing sing(etnack,
build newsin8ieteck, and maintain the trail system so it can last
for everyone's enjoyment. The examples set byvoiunteer'ddven
efforts atTamarancho and China Camp should be evidence that,
when given the opportunity, the mountain biking community is
responsible and meif-poUcing.
� The situation|s more analogous tn high pressure water cannon strip
� mining for gold in California's Sierra foothills(nthe 19chcentury
that President Lincoln put a stop to. The new breed of illegal
�
mountain bikers are m minority, who are composed of semi-pro and
� pro downhill racers or their*anabees Looking for taxpayer paid
open space obstacle courses. The traits they crave wouldn't be
� ridden by the majority oflaw respecting mountain bikers. This is
pure selfishness and way out of touch with open space
�
stewardship. Also, take a took ot some of the more abused traits
like the Scethni Fire Road ancillary traits near 8arbiene� Park. They
were described by the former Open Space director asamess.
� There is nor was ever any attempt by mountain bike advocates to
�
maintain or heat this trail. The condition nf the trail steadily
� worsens every year.
� Mountain bikers are not the young, arrogant punks portrayed by
those who wish to limit their trail access. |n#ahnwe are your
�
� neighbors and we're paying the same taxes to fund MahnOpen
Space. Nmhn Municipal Water District and Golden Gate National
� Recreation Area land management. We should have the same
access to the traits.
� This too is nonsense. Take took at the this web site
�
� http://wvmv.ntbmoves.cnm/
todlkil}orz Page 4of6 ,
�
to get an idea of what type of person is stretching the boundaries
of legality in our open spaces.
�
sn po rs ovrnmm/uEnz AT 10:24 xw o cnmmcwrS
���������������`�������������������....���������
pn/o»v' w^mcx 16' zuor
Response to Biased Article In Marin IJ
Booby-Trapped Traits? March 16, 207
| TheWahn |J has once again showed its true colors in writing
story sympathetic towards illegal bikers that doesn't tell the whole
story about illegal biking.
http://ww*v.mahnUzom/ci_5449]41
Folks, this story isabout 'illegal' mountain biking. The side nfthe
story that the Muhn |J consistently faits totell, are the
documented stories nf assault byillegal bikers on hikers` the
/ destruction of existing traits and the destruction ofendangered
species habitat by illegal trait builders, and the ongoing violation
ofMxhn's narrow hiking traits by illegal and now downhill racing
bikers. mark Prado, the atory`sauthor, is mountain biker. If
there's one component that can not bedo'Unked from this story it
is that the mountain biking craze is intimately tied to billion
dollar a year industry. Setting bikes and the mystique ofrisky
� biking is what itis now about. |(you pick up any nf the bike
�
magazines out there, invariably you will see a glorification of hsky,
extreme riding that extols elements of taw breaking. The
celebrated president ofMahn'u Wilderness Trait Bikes, Mr. Patrick �
Seidler underwrote a wild mountain biker film produced in2O00
called "Super Henxs''that glorifies illegal trait riding inMahn, �
trespassing on State property and public urination. �
The woman who supposedly tipped off the press about what she �
�
called 'booby-traps' is herself a professional downhill racer who �
competes in bike races affectionately referred tuas "No Brakes" �
�
on the NORBA circuit. Goog(e her and see for yourselves. She
� admitted in the article that she was trying to find the "split rock
trait", which is an illegal trait. These people are not your typical �
mountainbiker. Theyareprnfessinnaboraemi-pnuhessnoabout
for extreme workouts. Mahn`so#Units traits are what they're
� after. The environmental impacts of what they leave behind are an
� ongoing headache for hikers and open space personnel. | know one
of the rangers who erected the barricade. Yes<t was a barricade
� and not a trap. This guy isa family man, a former soldier, and in �
�
fact, an advocate for creating more traits for bike riders. Hewould
}ttp://trai]ki}}erz.b}mgspot.00m/ 3/19/2007
, traiDdllerz Page 5mf6
,
� never erect a device tn hurt o,injure anyone. |n Tom SUenstr 'sSF
�
Chronicle article on the same incident, mention was made that k
� was a biker who in fact bent the metal fence posts down inan
� effort to dislodge them, leaving them ina position that could
potentially harm someone. In the almost 10years | have been
fighting illegal bike riding and trail building ) have never seen or
read any reports about bikers being injured by barriers, fences, or
trail blockage devices of any kind. The truth is that most mountain
bike injuries result from risky riding habits. According tosports �
medicine expert, Dr. Robert Kronisch
^A number uf factors contribute uo acute injuries. Aretrospective
survey(4)of recreational mountain bikers found that off-road
crashes were commonly associated with excessive speed,
un/bm/(/or terrain, /nottenbveneo, and riding beyond one's
ability. A similar survey(7)o/recreational and competitive off-
road cyr//sts/dentified/uoofcontro/, high-speeddescent. ond
competition os factors related to acute injuries; competitors were �
four times more likely than noncompedtomtobe acutely injured.
"
In other words, the dangers of mountain biking are inherent in the
sport itself.
�
No. Deckstof/er also states in the article that "We don't mind
� paying at|cket^—whatio that all.about? Not minding paying a
ticket?The Mahn County Bicycle Coalition has consistently opposed �
�
increasing the fines for illegal trait riding. Why? RecksUoffer`s
� statement seems to indicate that the current fee structure is too
�
lenient. This needs to change. Nahn'sfragiie narrow traits
(inappropriately referred to as 'sin8|etrack'-a mountain biker �
� term) are under constant assault. The problem h getting worse and
the often heard complaint within the mountain bike community{s �
that "we don't have enough of traits to ride on". This is pore
nonsense. In Mountain Biking Morin by Mar-tinand Simun, there are
�
� 458.2 miles of legal mountain biking traits inNmrinalone. �
| have personally risked my health and well being fighting illegal
bikers. | have received numerous death threats and even
participated in a citizen's arrest over a year ago, of an illegal biker
� who broke into my car and stole my car keys as |was reporting on
�
an illegal night ride by about 14 riders inMadn County Open Space
� near China [amp. | wrote about and reported this story tnthe |J. It
was never published. Please check out the following link toview
� the congratulatory b|oggingby bikers regarding the U and [hrnn
stories from March 16. See for yourselves the impudence and
delight taken|n illegal riding activity,
� http://fhnums.mtbr.com/showthoead.php7t=2766346page=6
�
JohnParuUs
httn://trailkiDcrz.blogopw1.uoo / 3/19/2007
trailkillerz Page 6 of 6
POSTED BY TRAILKILLERZ AT 10:14 PM 2 COMMENTS
Subscribe to: Posts (Atom)
bttp://trailkillerz.blogspot.com/ 3/19/2007
iviouiaaiiLiview
Loca News
mvvolce
NaY delays dela s �►(e
Hangar One report
By Daniel DeBolt
mental cleanup report — the year."The report would provide
ast.we during the rt- report that may decide the his- a cost analysis of alternatives
ek, Y
g g P
din 's fate. for cleaning u the"dangerous
a Moffett Field Res tone butt
L
ul r M g $ P g
toration Advisory Board Navy spokesman Rick Weis- source of contamination," as
meeting, the Navy gave'an senborn said the revised envi- Weissenborn put it—the PCBs
impromptu update on Hangar ronmental evaluation and cost and other chemicals in Hangar
One, saying there has been a analysis would no longer be One's skin which are slowly
significant delay in the release released in late spring or early leeching into the surrounding
of the hangar's revised environ- summer, but "sometime this environment.
Navy alternatives range from
demolition to restoration to
leaving only the frame intact.
Weissenborn said he was per-
sonally "frustrated" with the
delay.The temporary coating on
the hangar_to stop the run-off of
tonic PCBs was only supposed
to last three to five years."We're
at five,"he sa
id.
"My personal goal is to get
this done before my beard turns
white,"he said,having grown a
beard since the last meeting.
Weissenborn also revealed
that if the Navy were to leave the
historic structure in place after
cleanup,it would no longer be
Useable'
The Navy,he said"won't make
it useable.What has to be done
to make it useable has to be
done"by someone else.
Weissenborn has said that in
order to clean the frame of all
contamination it would have to
be partially disassembled. He
also said the Navy is considering
using a fabric to stretch over the
frame,similar to what is used at
the Shoreline Amphitheatre.
Council member Jac Siegel
attended the meeting. Draw-
ing on his own experience as
a former government contrac-
tor for Lockheed Martin, he
questioned the process used
to analyze the cleanup costs.
Weissenborn said a contractor
was preparing a work-order to
detail the costs of cleanup for
the report,but questioning by
Siegel revealed the contractor
would not be allowed to actu-
ally make a bid on the project,
meaning the actual bid amounts
from other contractors could be
much different.
"There could be surprises with
the cost,"Weissenborn said.
The Navy decided to revise the
EE/CA last year after receiving
harsh criticism for apparently
underestimating the costs of
demolishing the hangar and not
detailing how it had come to its
conclusions.
"This time we'll take you there.
We'll be a lot closer this time,"
Weissenborn said.
E-mail Daniel DeBolt at
ddebolt@mv-voice.com
j
Gilroy,CA
gi
(Santa Clara Co.)
spatch
(Cir.Sxw.24,333) Gilroy Dispatch /
FEB 2 0 200'1
Allen s v.C.s.rv.rsae
Good Grades for Santa Clara County Open Space Authority
Saving Historic Jackson Ranch is We own a tot of and the Diablo foothills,Kennett said. The agency s full staff irtcludes 1 employees
The mission of the Open Space Authority including technicians who work in the fold.
listed among 2005 200Ea land and we're Crying
is to protect and manage open land through Volunteers and interns continue to play a
accomplishments• to get it open to purchases and easements and promote out- role,donating more than L700 hours of serv-
thepublic.To me, door recreation and farming.The organiza- ice in the last budget cycle. Five students
T to served
�BY TONY BURCHYNS STAFF WRf ER from West Valle College lti Sara
has protected more 10 000 acres Y !eg 8a
lion than
that's the most p
MORGAN lint.-Whether striking agree- important thing.' since it was established in 1993.The agency is internships helping ou construction and
ments with private property owners to pro- governed by a board of seven directors elect- maintenance projects such as water-system
tect farmland or increasing public access to ALEr IMMETT,OPO PACEAUTRt»ttiTBDARDOFDW TORS ed to four-year terms. improvements and parking lot railings,the
lush natural habitats,the Santa Clara County that's the most important thing." During 2005-20K the Open Space annual report showed.
Open Space Authority claims many accom- A notable achievement for South County Authority pulled$4.4 million in revenues and
plishments in its recently released annual residents was the June 2006 purchase of jack- spent $53.million in operating costs..The t 08t ���tb n"°gwlh 1'n""rt
report for the 2005-2006 fiscal year. son Ranch and its resale to Santa Clara Coun- transfer-sale of the Jackson i
The report states the Open Space Authori- ty parks and Recreation for the full price of Ranch property was record-
ty protected 624 acres of land in Santa Clara $1.1 million.The agency served as the inter- ed in the fiscal year that
,County at a net cost of$1.4 million. The mediary for the,purchase of the ranch,which started July 1,2006,
actions included purchasing a 54-acre trail is located on the east side of Anderson Reseir-- -$very year, the agency
easement in the foothills east of San Jose,pre- voir.The county plans to restore the build- issues an annual report list-
serving the historic38-acre Jackson Ranch on ings and open them to the public., ing its. accomplishments.
Dunne Avenue east of US 101 and joining Tbe Open Space Authorityalso helped The latest report was mailed
with state and federal agencies to protect 510 secure an agricultural easement - by con- last week, more than six
acres of farmland along the Pajaro River in tributing$500,000 toward purchasing devel- months after the 2005-2006
South County. opment rights for 510 acres of farmland fiscal year ended on June 30,
Additionally, the Open Space Authority southeast of Gilroy.The easement will be 2006.. Kennett said the
added 40 acres to 1,105 acres of existing held by the Silicon Valley Land Conservancy agency is limited by its small
Authority lands. in the upper Uvas Creek and the land will continue to be.used for agri- size in getting the report out
watershed '' cultural production. quicker.
"We own a lot of 1pnd and we're trying to "It's a great way for the farmer to get some "When you only have an
get it open to the public,"said A►ex Kennett, cash and keep farming,"Kennett said. administrative staff of six
who represents South County on the Open This year,the agency is focussed on pur- people, you have to priori-
Space Authority's Board of Directors."To me, chasing)ands in the Santa Cruz Mountains tize,"he said.
ACTION PLAN
FOR THE IMPLEMENTATION OF THE
BASIC POLICY OF THE
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
FOR THE 2007-2008 FISCAL YEAR
I. REAL PROPERTY DEPARTMENT
A. Land Purchase, Funding and Negotiation
B. Property Management
C. Land Protection
11. OPEN SPACE PLANNING DEPARTMENT
A. Planning and Geographic Information
B. Public Access Improvements and Staff Facilities
111. OPERATIONS DEPARTMENT
A. Field Operations
B. Resource Management
IV. PUBLIC AFFAIRS DEPARTMENT
A. Public Information and Outreach
B. Legislative, Funding and Organizational Relations
C. Community Programs
V. ADMINISTRATION DEPARTMENT
A. Administration
B. Human Resources
C. Legal Services
Page I of 43
REAL PROPERTY DEPARTMENT
Proarams
A. Land Purchase, Funding, and Negotiation
B. Property Management
C. Land Protection
To Implement the
BASIC POLICY OBJECTIVE:
The District seeks to purchase interest in the maximum feasible area of strategic open space land
within the District planning areas, including bay lands and foothills. The District seeks to link its
open space lands with federal, state, county, and city parklands and watershed lands.
General Department Emphasis for 2007-2008
The Department's emphasis will be to purchase lands funded under the District's Financing
Authority that are critical to fill-in and complete the open space greenbelt. Other open space
land purchases will be pursued through available grant funding, bargain sales, gifts and long-
term options. The District will continue to work diligently with Peninsula Open Space Trust
(POST) to purchase land and to further the District's overall open space land purchase goals
especially in the Coastal Protection Area of San Mateo County. The Property Management
Program will focus on maximizing rental income consistent with Open Space Management
policies, working with Operations and Planning Departments to implement grazing and
agricultural leases, and maintaining and improving District rental structures as needed. The
Land Protection Program will focus on conducting comprehensive land purchase studies,
monitoring land use planning activities where interests in land may be enhanced, and protecting
District interests in land by resolving conflicts arising from easement and encroachment issues.
The Department will continue to work on improving communications with other Departments to
enhance the District's work environment. As a result of the approval of the Water Quality,
Safety and Supply, Flood Control,Natural Resource Protection Park Improvements Bond Act of
2006 (Proposition 84), the District will apply for competitive grants to maximize available grant
funding.
Staff Resources
(Regular, full-time positions, unless otherwise indicated)
Real Property Manager
Senior Real Property Planner
Real Property Specialist (2)
Administrative Assistant
Page 2 of 43
2007-2008
Land Purchase Funding and Negotiation
Objective
To provide for the purchase of all real property rights necessary to secure an open space
greenbelt in the coastal area, foothills, and bay lands, including rounding out and improving
public access to existing preserves and connecting District preserves with other public lands.
Key Projects
1. New Land Commitments—Convert the budgeted funds in the New Land Commitments
budget category into open space lands at desirable prices, focusing on properties which
are critical to protecting the greenbelt, including rounding out and improving public
access to existing preserves, connecting to other preserves and to other public lands,
protecting the natural habitat and resources, and furthering the completion of the Bay
Area Ridge Trail and the San Francisco Bay Trail. Pursue properties rounding out Sierra
Azul Open Space Preserve that provide potential for trail connections, staging areas and
staff facilities. Balance the desirability of potential purchases with the availability of
budgeted funds, including, if possible, private financing with favorable terms.
2. Land Purchase Grant Projects—To augment land purchase funds, explore new grant
opportunities, focusing on highly competitive land purchase projects for specific grant
programs. Seek new grant funds through existing grant programs such as Land and
Water Conservation Fund, Habitat Conservation Fund (HCF), Coastal Conservancy's
regular and San Francisco Bay Area Programs, Recreational Trails Program, Wildlife
Conservation Board, and Bay Area Ridge Trail grants. Pursue grant applications with
California Coastal Conservancy to help purchase properties that complete the Purisima to
the Sea Trail Connection, Complete the Habitat Conservation Fund grant project for
property addition to Purisima Creek Redwoods. Pursue grant opportunities with the
Santa Clara Valley Water District for property additions to Sierra Azul and El Sereno
Open Space Preserves. Implement remaining Proposition 40 Bond Act Per Capita Grant
funding for property addition to Purisima Creek Redwoods Open Space Preserve and
apply for related competitive grants as they become available under Proposition 84.
3. Gifts, Bargain Sales and Joint Land Purchases—Augment land purchase funds,
explore bargain sales and/or gifts where possible. Complete joint land purchase projects
with Santa Clara County Parks in Stevens Creek Canyon and the Moody Gulch property
as an addition to Bear Creek Redwoods Open Space Preserve. Work closely with POST
to pursue purchase of open space that provides potential regional and coastal lands,
including a key addition to the Russian Ridge Open Space Preserve. Work with the City
of Saratoga and the County of Santa Clara on land purchase project along the Highway 9
scenic corridor. Continue to pursue gifts or purchase of delinquent property tax sales of
the "paper subdivision" lots in the Redwood Park subdivision to round out the Purisima
Creek Redwoods Open Space Preserve and lots in the Hacienda Park subdivision to
round out Sierra Azul Open Space Preserve.
Page 3 of 43
4. Alternative Land Purchase Methods—Obtain Board approval of appropriate options, at
market prices or less, to purchase desirable properties that might be affordable through
grant applications in future years. Explore various alternative terms of purchase
(installment purchases, defeasable fee, exchange of agricultural easements to preserve
open space lands, etc.) to offer advantages and incentives to landowners, as well as cost
savings to the District. Complete fee and easement exchange on lands adjacent to Monte
Bello, Bear Creek Redwoods, and Fremont Older Open Space Preserves. Pursue fee and
easement exchange to link the Bay Trail between Ravenswood Open Space Preserve
(SFPUC) to U.S. Fish and Wildlife Preserve to the north.
Other Projects and Activities
1. Maintain a multi-year spending plan for open space land purchases that optimizes use of
cash and borrowed funds to accomplish land purchase goals within budget constraints.
2. Work closely with Legal Program to draft purchase agreements and related real estate
documents to clear and perfect title on District open space lands.
3. Assist Planning, Operations, Administration and Public Affairs Departments, where
appropriate, with policy development review as a result of the approved Coastal
Protection Program.
4. Prepare policy recommendations for inventoried Land Conservation Contracts
(Williamson Act) on District lands.
5. Explore additional methods to protect open space lands for less than the total cost of fee
land purchases (open space easements, purchase of development rights, development
dedication, exchange or sale of development rights, cooperation with private individuals,
land trusts, groups, etc.).
6. Encourage other agencies to purchase through various means, including grants, park and
open space lands that are consistent with their goals and which complement the District's
greenbelt program.
7. Initiate and maintain contacts with landowners, real estate appraisers and brokers,
developers, architects, engineers, zoning and planning officials, and financial institutions.
8. Maintain a relocation assistance program utilizing staff and consultants as necessary.
9. Compile current information on real estate market activity, including ordering
preliminary title reports on a timely basis for research into potentially available
properties.
Page 4 of 43
10. Catalog information of special interest, such as deed restrictions, encumbrances,
financing and tax considerations. This activity includes the establishment and
continuation of a working relationship with title companies and other information
sources.
11. Review and organize District funding measure files and complete necessary
documentation required for past public refinancings.
12. Continue working with Legal Services and the Planning Department to pursue global
solutions to streamline the purchasing and planning processes, including: A
Memorandum of Agreement with Santa Clara County to identify land purchases that are
exempt from the requirements of the Subdivision Map Act, and a Memorandum of
Agreement with San Mateo County clarifying the consistency of land purchases with
County planning requirements.
13. Work with Legal Services to oversee the operation and management the Guadalupe Land
Co, in Sierra Azul Open Space Preserve, and investigate a grant of conservation
easement to appropriate land trust or government agency.
14, Purchase the final section of the Bay Trail between Palo Alto Baylands and the
Ravenswood Open Space Preserve.
15. Work with Public Affairs and other Departments on District mailing list database project.
16. Participate with the District Web Team and post all department-related items to the web
site in compliance with the Webmaster protocols.
Page 5 of 43
2007-2008
Property Management Program
Objective
To manage all of the District's revenue-producing activities in such a way as to maximize income
from property management accounts consistent with open space management policies,
incorporating compatible new programs when possible.
Key Projects
1. Property Management Accounts—Administer rental accounts, communication, and
agricultural leases, consistent with open space management policies, maintain and
enhance revenue stream through competitive and current rate structure, effective
maintenance programs, and communication with tenants.
2. Rental Structures—Carry out maintenance and improvements to rental houses to keep
buildings and grounds in a safe, sanitary, and attractive condition and to increase net
rental income. Continue annual inspection of District rental and employee residences in
conjunction with Operations Department. Administer long-term and recurring
maintenance priorities on rental properties. Assess the economic viability of maintaining
rental structures at Long Ridge, Russian Ridge and Monte Bello Open Space Preserves,
3. Historic Leases—Oversee lease compliance and renovation requirements at the historic
Picchetti Winery, Thornewood estate, and Fremont Older house. Complete lease
extension with the lessee at the historic Picchetti Winery. Complete the deck and
structural restoration of the Thomewood estate.
4. Grazing and Agricultural Leases—Work with Operations and Planning Departments to
monitor Grazing Leases at the Driscoll Ranch property addition to La Honda Creek Open
Space Preserve, at the POST (Tunitas Creek) property, and implement Grazing Lease at
Alpine Road area of Skyline Ridge Open Space Preserve in accordance with the use and
management process. Negotiate long-term Agricultural Lease for Chestnut Orchard at
the Skyline Ridge Open Space Preserve, and complete Lease Amendment to the
Agricultural Lease for Christmas Tree Farms at Skyline Ridge and Monte Bello Open
Space Preserves.
Other Projects and Activities
1. Prepare annual rental surveys on District rentalhousing and employee residences. Work
with Operations and Planning Departments to maintain and improve employee residence
structures.
2. Maximize communication lease income at existing PG&E tower at Pulgas Ridge Open
Space Preserve, at Black Mountain in Rancho San Antonio Open Space Preserve and at
Rolfe Repeater Site at Russian Ridge Open Space Preserve. Negotiate Lease Options
Page 6 of 43
with Sprint at Pulgas Ridge Open Space Preserve and with San Mateo County at the
Rolfe Repeater Site at Russian Ridge Open Space Preserve.
3. Work with Operations and Planning to renovate potential future employee residence at
Driscoll Ranch property addition to La Honda Creek Open Space Preserve. Work with
Operations to monitor Driscoll Ranch residences as part of 50-year grazing lease.
4. Investigate new Property Management proposals as initiated by other groups or
individuals that would be compatible with District goals and objectives.
5. Administer lease of additional office space at 330 Distel Circle. Work with Planning and
Administration Departments to begin evaluating future staff office-space needs for the
tenant-occupied portion of the Distel office building.
6. As part of the Bear Creek Redwoods Master Plan process, work with existing stable
tenant to negotiate a long-term lease arrangement.
Page 7 of 43
2007-2008
Land Protection Program
Objective
To preserve and protect District open space lands by conducting land purchasing planning
activities to identify purchasing priorities and, once purchased, to further protect District lands
from incompatible and encroaching land use activities.
Key Projects
I. Land Conservation Planning—Provide comprehensive land conservation planning and
analysis to guide the land purchase program, including reviewing and updating purchase
priorities. Conduct subregional planning studies in the areas surrounding Russian Ridge,
Mills Creek, Purisima Creek Redwoods, Monte Bello, Teague Hill, and Ravenswood
Open Space Preserves, including portions of the planned Bay Area Ridge Trail, Stevens
Creek Trail, and San Francisco Bay Trail.
2. Property Rights Protection —Preserve District real property rights, including fee
interest and easement rights. Resolve property rights disputes at the Monte Bello, Sierra
Azul, and Coal Creek Open Space Preserves. Coordinate closely with Operations and
Legal Services to defend the District's interests in property rights disputes.
3. Encroachment Resolution — Protect open space lands from encroachments. Resolve
encroachment issues through a variety of means, including abatement compliance,
obtaining restoration or mitigation of damaged or affected areas, exchanging land or
other property interests, and boundary line adjustments in order to maximize open space
protection. Negotiate resolution of encroachments at Thomewood, El Sereno, Skyline
Ridge, Long Ridge, Mills Creek and Sierra Azul Open Space Preserves. Coordinate
closely with Operations and Legal Services to defend the District's interests in property
rights disputes.
4. Conservation Easement Monitoring Program—Oversee the District's conservation
easement monitoring program, enforce easement terms and conditions, and prepare
baseline reports for new conservation easements, utilizing volunteers as appropriate.
Incorporate any newly purchased conservation easements into the monitoring program.
Work with County Recorder's and Assessor's offices to ensure all District conservation
easements are documented in the Recorder's database and described on the Assessor's
parcel maps in compliance with Section 27255 of Government Code.
Other Projects and Activities
1. Update land purchase and site dedication information. Continue to implement the Real
Property Database linking the historic and current Assessor's Parcel Numbers in Santa
Clara, San Mateo and Santa Cruz Counties with the Planning Department's GIS database.
Page 8 of 43
2. Provide site-planning information to assist in developing terms and conditions for
negotiating land purchases.
3. Prepare Board reports for property purchases, and conduct due diligence investigations as
necessary. Collaborate with Planning and Operations Departments to facilitate
incorporation of newly purchased land into the District greenbelt, including resolving
property line disputes.
4. Assist the Operations and Planning Departments in preparing grazing leases and grazing
management plans for proposed grazing operations within Skyline Ridge Open Space
Preserve, as well as for any new land purchases where grazing is a desirable land
management tool.
5. Work with Operations Department in negotiating road agreements with adjoining
property owners to ensure District's real property rights are protected and to minimize the
District's maintenance responsibilities as appropriate.
6. Assist Planning Department in monitoring proposed land development or land use
changes that could negatively impact public or private open space lands in and around the
District preserves. Participate in the local development review process to encourage
dedications, exchanges, or purchases of land or easements for open space purposes where
there is a relationship to the District's land protection interests.
7. Develop encroachment procedural guide to assist staff in resolving encroachment issues
on District land.
8. Work with Planning and Legal Departments to update Use and Management Planning
Process.
9. Continue to promote positive employee relations and effective workplace communication
within the department and throughout the District
Page 9 of 43
OPEN SPACE PLANNING DEPARTMENT
Programs
A. Advance Planning and Geographic Information Systems
B. Resource and Stewardship Planning
C. Public Access Improvements and Staff Facilities
To Implement the
BASIC POLICY OBJECTIVES:
The District follows management policies that ensure proper care of the land, provide public
to the nature of the land and that are consistent with ecological values and
access appropriate g
public safety.
The District works with, and encourages, public and private agencies to preserve, maintain and
enhance open space.
The District protects and restores the natural diversity and integrity of its resources for their
value to the environment and the public, and provides for the use of the preserves consistent with
resource protection.
General Department Emphasis for 2007-2008
Planning efforts will focus on providing new public access opportunities while preserving and
protecting the diversity and integrity of the District's natural and cultural resources. Planning
staff will concentrate their efforts on completing a number of significant projects that are
underway. Key advance planning projects will include completing draft master plans for Sierra
Azul / Bear Creek Redwoods and La Honda Creek Open Space Preserves, and completing a
comprehensive Use and Management Plan for Thornewood Open Space Preserve. Staff will
continue to focus on designing new staging areas at El Sereno and El Corte de Madera Creek
Open Space Preserves. Resource planning efforts will focus on updating the 5-Year Resource
Management Strategic Plan, completing agreements with the resource agencies to streamline
project permitting, and planning/implementing conservation grazing programs at Skyline
e Rid , La Honda Creek, and Tunitas Creek Open Space Preserves.
g . p
Staff Resources
Planning Manager
er
Senior Planner
Resource Planner
Open Space Planner II (2)
Geographic Information Systems Coordinator
Open Space Planner I (2)
Resource Planner I
Planning Technician (2)
Administrative Assistant
Page 10 of 43
GIS Intern (1/2)
2007-2008
A. Advance Planning and Geographic Information Systems
Objectives
To formulate plans, policies and procedures for the management and development of open space
preserves. Develop and maintain Geographic Information System (GIS) data sets necessary to
support projects throughout the District.
Key Projects
1. Coastside Protection Program — Work with Board and stakeholders to amend elements
of the District's Basic Policies in accordance with the Service Plan conditions of
approval. Prepare project scope and budget to update the District-wide Master Plan and
Regional Open Space Study.
2. Master Plans— Work with stakeholders, Board and staff to draft 25-year master plans
for the two planning areas. Initiate CEQA review of the preferred alternative. Unique
elements of the two master plans include:
• La Honda Creek Open Space Preserve. Incorporate Driscoll Ranch into the planning
process, establish a conservation grazing program, and integrate endangered species
habitat protection with public access.
• Sierra Azul/Bear Creek Redwoods Open Space Preserves. Identify a new field office
location, confirm long-range vision for Mt. Umunhurn, and address disposition of
former Alma College buildings.
3. Thornewood Open Space Preserve Use and Management Planning—Complete
resource assessment and engineering studies to support a comprehensive Use and
Management planning effort. Key issues include bridge design at Dennis Martin Road,
watershed protection, parking improvements, and Schilling Lake restoration options.
Integrate slender false brume eradication efforts into the planning process. Coordinate
with Legal and Real Property to remediate landslide on trail to Schilling Lake.
4. GIS Development— Develop procedures to facilitate collection of field-based data and
better integrate special-status species locations and other resource information into the
GIS database. Begin integration of GIS property ownership data with the Real Property
dedication database. Expand use of 3-D visualization software such as Google Earth and
ArcScene to increase public understanding of District Preserves.
Page I 1 of 43
Other Projects and Activities
1. Continue to promote positive employee relations and effective workplace communication
within the department and throughout the District.
2. Land Purchase Support— Provide Planning support on key land purchase projects as
requested, including property site assessments, interim use recommendations, and CEQA
review. Incorporate land purchases and site dedication information into the District's GIS.
Update the Use and Management Planning process to comply with Service Plan
requirements, and work with Counties to streamline the land purchase process.
3. Land Protection Support— Provide Planning support to determine remediation and
restoration of land and resources damaged through encroachments.
4. Work with the Public Affairs Department to support key events including the Pulgas Ridge
Public Access Improvement ribbon cutting ceremony. Assist in the design of interpretive
programs at the Red Barn and Daniels Nature Center/Alpine Pond. Participate in the District
Web Team and post all department-related items to the web site in compliance with the
Webmaster protocols. Participate in the integrated database project, as necessary to complete
this District-wide project.
5. Standard Details and Specifications— Work with the Operations Department to complete
handbook of technical standards and Best Management Practices (BMPs) for construction,
repair, and maintenance of roads, trails, and other improvements.
6. Permits to Enter—Review alterations to District land or installation of facilities proposed by
other agencies or private parties in conjunction with Real Property Department. Develop
permit conditions to ensure protection, preservation, or restoration of the affected lands.
Work with Operations to monitor activities to ensure compliance with conditions.
7. Stevens Creek Shoreline Nature Study Area Remediation and Restoration— Work with Legal
Counsel to represent the District's interest in the U.S. Navy's proposed toxic cleanup of
Moffett Air Field Site 25 to a standard permitting restoration of the District's property to
tidal wetlands.
8. Regional Trail Connections—Coordinate with Operations staff to identify a trail connection
between St. Joseph's Hill and Sierra Azul. Evaluate the feasibility of aligning the proposed
Juan Bautista de Anza National Historic Trail through Rancho San Antonio Open Space
Preserve (grant-funded by the National Park Service). Coordinate with Operations to
implement the trail connection between Los Trancos and Palo Alto's Foothills Park, and with
Public Affairs to hold a trail dedication event.
9. Outside Project Review— Review agendas and minutes of Cities, Counties, Special Districts,
and other agencies. Comment on site-specific projects within close proximity to, or that
affect District lands. Review other agencies' policies and regional planning efforts, and
Page 12 of 43
comment as necessary to ensure regional coordination and implementation of the District's
mission.
• Stanford Trail Plan Implementation
• Mid-Coast Local Coastal Program Update
• San Francisquito Creek Joint Powers Authority Activities
• Peninsula Highway Corridor Study
• South Bay Salt Pond Restoration (Former Cargill lands)
• TMDL Process for San Gregorio, Pescadero, Guadalupe and San Francisquito Creek
Watersheds
• San Jose Water Company Timber Harvest Plan
• Huddart/Wunderlich Master Plan
• Bay Area Open Space Council Green Vision Plan
• Pilarcitos Quarry Expansion
• SCVWD Permanente Creek Flood Control Improvements
10. Unanticipated Projects— Provide research and planning for unanticipated projects that may
arise due to new land purchases, resource agency actions, regional planning efforts, and other
activities.
11. Employee Relations
Continue to promote positive employee relations and effective workplace communication within
the department and throughout the District.
B. Resource and Stewardship Planning
Obiectives
To protect the District's natural and cultural resources and ensure regulatory compliance by
maintaining up-to-date resource inventories and conducting environmental assessments and other
focused scientific study of the District's lands. To prepare environmental restoration, habitat
enhancement and resource management plans in conjunction with the Operations Department.
1. Resource Management Strategic Plan—Work with the staff, public, and the Board to
update the five-year plan to guide resource planning and management activities from FY
2008-2013.
2. Resource Policy Development—Coordinate with Operations to prepare draft
agriculture, forestry, ecological succession, wildlife, and wildland fuels management
policies for review by Board.
3. Conservation Grazing Program Development— Coordinate with the Operations and
Real Property departments to develop a lease and select a grazing tenant for the Alpine
Road Area of Skyline Ridge Open Space Preserve; prepare a grazing management plan
for the Tunitas Creek property; as part of the La Honda Creek master planning process,
Page 13 of 43
complete a draft plan to reintroduce cattle to the preserve and develop a monitoring
program for Driscoll Ranch.
4. Resource Agency Permit Streamlining—Continue working with appropriate agencies
to refine and streamline the environmental review and permitting process for District
projects. Complete the Memorandum of Agreement with the California Department of
Fish & Game and the Regional Water Quality Control Board for routine maintenance and
drainage facility improvements. Cross-train representatives from the Operations
Department in preparing and obtaining permits for maintenance projects and small
improvements that are not part of the Capital Improvement Program.
5. Pond Management Plan —Coordinate with the U.S. Fish and Wildlife Service and the
California Department of Fish and Game to prepare of a pond management plan for
Driscoll Ranch. Conduct surveys and habitat assessment for the San Francisco garter
snake. Develop plan as template for use in future pond management planning efforts.
Other Projects and Activities
1. Regional Resource Inventory—Continue ongoing studies and data collection to complete
a District-wide GIS inventory of natural and cultural resources that supports Resource
Management and Planning activities. Staff anticipates that this project will continue
annually.
2. Road and Trail Design Improvements* —Begin planning and permitting for Prop 50
(Coastal Non-point Source Pollution Control Program) grant-funded erosion control
projects at Thomewood and Los Trancos Open Space Preserves. Coordinate with grant
partners to identify and prioritize implementation projects funded under Prop 40
(Integrated Watershed Management Program) at La Honda Creek Open Space Preserve.
Prioritize projects for planning and design at Windy Hill and Coal Creek Open Space
Preserves based on results of San Francisquito Creek Watershed Roads and Trails
Assessment.
3. Environmental Remediation—Complete site characterization at Driscoll Ranch to define
more precisely the extent of contamination. Coordinate with resource agencies to
determine necessary remediation activities and prepare plan and associated CEQA
documentation. Pending grant funding, contract for preparation of a mercury remediation
plan for the Hicks Flat area of Sierra Azul Open Space Preserve. Continue participating
in the Guadalupe Creek Watershed TMDL process to identify further remediation
requirements, if any.
4. Small Grants Program—Coordinate with Operations staff to develop a pilot small grants
program. Identify ecological research topics that would inform the District's land
management practices. Establish criteria to evaluate research proposals.
Page 14 of 43
Ii
2007-2008
C. Public Access Improvements and Staff Facilities
Objectives
To emphasize preservation and enhancement of resources in Use and Management Plans and in
the design of public access improvements. To give the highest priority to resource protection
projects and grant-funded construction projects.
Public Access Improvements
1. El Corte de Madera Creek Watershed Protection Program—Continue planning, design,
and phased implementation of priority road and trail upgrades and water quality protection
measures. Year-four projects:
• Coordinate with Operations to complete Giant Salamander Trail realignment and
contract for construction of new bridge
• Secure permits to convert El Corte de Madera Creek Trail from road-width to single-
track trail width
* Continue water quality monitoring to identify and measure sediment movement
through Preserve
2. El Corte de Madera Creek Staging Area —Complete Use and Management Amendment
planning process and finalize plans and specifications for the staging area and Bay Area
Ridge Trail segment. Secure permits and pursue grant funding for construction.
3. FEMA Repairs* — Complete design and secure permits for repair of sites damaged during
2006 winter storms (Coal Road and upper Alpine Road at Coal Creek Open Space Preserve,
and the Big Dipper Ranch access road at Skyline Ridge Open Space Preserve). Coordinate
with District Crew to complete repairs.
Other Proiects and Activities
1. Fremont Older Staging Area—Continue working with Real Property and Legal Counsel to
prepare a plan for the relocation/reconfiguration of the staging area as part of a land
exchange agreement and legal settlement.
2. El Serena Permit Lot—Prepare plan for Board review and approval for a six-car permit
staging area at the end of Overlook Road.
3. Pescadero Creek Watershed Roads and Trails—Prepare grant application for submittal to
the California Department of Fish and Game to fund high-priority road and trail upgrades
within Skyline and Long Ridge Open Space Preserves to protect water quality.
4. Windy Hill Improvements—Complete design of a wildlife observation deck at Sausal Pond
and submit plans to Town of Portola Valley.
Page 15 of 43
5. Miscellaneous Repair, Restoration and Other Projects
0 Fremont Older Road Repairs—Complete plans, specs and submit permit applications for
repairs to drainage structure along Regnart Road. Assist Operations staff in preparing
plan to reroute or abandon the steep section of Hunter's Point Trail
0 Long Ridge Road Repairs—Determine need for vehicle access along School and Ward
Roads. Request engineering proposals to begin preparing plans and specifications to
replace drainage structures and upgrade road segments along School and Ward Roads.
* Russian Ridge Road Repairs—Complete plans, specs and submit permit applications to
replace drainage structures and upgrade Rapley Ranch Road
0 Provide permitting assistance on a variety of road and trail improvement projects to
determine the need for resource agency permits and consultation
Staff Facilities
1. Skyline Field Office— Retain architect and prepare plans for expansion of field office.
Coordinate with Operations and Real Property departments in preparation of a long-range
strategic plan for the field offices to meet staff, equipment, and storage needs.
2. Administration Office Improvements and Build-out—Retain architect in preparation
of a plan for office build-out, improvements, and landscaping; determine feasibility and
cost of adding solar panels.
3. Driscoll Ranch House Improvements—Coordinate with Real Property and Operations
Department to determine improvements necessary to upgrade house for use as a ranger
residence. Contract for necessary structural and utility upgrades.
*Denotes grant funded project
Page 16 of 43
OPERATIONS DEPARTMENT
Proarams
A. Field Operations
B. Resource Management
To Implement the
BASIC POLICY OBJECTIVE:
The District follows management policies that ensure proper care of the land, that provide public
access appropriate to the nature of the land, and that are consistent with ecological values and
public safety.
General Department Emphasis for 2007-2008
Continue to provide responsible stewardship of all District lands by furnishing those public
safety, maintenance, construction, and expanded resource management activities necessary to
protect and enhance the natural resources and ensure safe and appropriate use of District lands.
Implement Board-adopted Resource Management Policies, Trail-Use Policies and Guidelines,
and focus on enhancing field staff safety.
Staff Resources
Operations Manager
Area Superintendents (2)
Support Services Supervisor
Management Analyst
Resource Management Specialist
Resource Specialist I
Supervising Rangers (4)
Mai ntenance/Construction Supervisors (2)
Maintenance/Resource Supervisors (2)
Rangers (17)
Equipment Mechanic-Operators (2)
Lead Open Space Technicians (4)
Open Space Technicians (11)
Farm Maintenance Worker
8,500 Seasonal Open Space Technician hours
3,500 Seasonal OST hours for resource management
1,000 hours for Resource Management Intern
Addition of(2) EMO positions
Training Coordinator 1/2Time
Administrative Assistant (I full time, 2 part time)
Page 17 of 43
2007-2008
Field Operations Program
Key Prcjjects
I. Continue to implement Phase III of the El Corte de Madera Creek Watershed Protection
Plan. Assist the Planning Department in implementation of the third phase of the El Corte de
Madera Creek Watershed Protection Plan, as approved by the Board.
2. Implement improvements recommended by the radio consultant and approved by the Board
of Directors within the scheduled time frame. Continue efforts to procure a new radio
frequency for District use.
3. Ensure field staff assistance in implementation of resource management projects as identified
in the Resource Management Plan including, but not limited to: slender false brome
removal, sudden oak death response, invasive plant removal and research and inventory of
natural resources on District land.
4. Utilize the completed outline for the Maintenance Operations Manual to write the Manual.
Best management practices will be part of outlining work techniques, including timing of
maintenance practices.
5. Review the recommendations provided in the first phase of the Land Management Cost
Evaluation and Efficiency Study. Review the recommendations and develop a priority plan
for implementation with an associated time line.
6. Continue working with a land management consultant to review options for a database
system to calculate future costs of lands, which are being considered for purchase.
7. Assist the Planning Department with trail re-alignment in the Dennis Martin Road area of
Thornewood Open Space Preserve,
Other Projects and Activities
1. Public Safety Services
a. Monitor public use and land use regulation compliance. Assist in the education of the
visiting public on proper use of District preserves.
b. Enforce District land use regulations by providing active ranger patrol and after-hours
call-out response.
c. Respond to accidents and other emergencies occurring on District lands.
d. Respond to fires on District lands, and adjacent lands when District property is
threatened, or where specified by written agreements.
e. Identify and mitigate potential hazards on open space preserves to enhance public
Page 18 of 43
safety.
f. Monitor special events, use permits, and resource protection related impacts on
District lands.
g. Conduct focused ranger patrol to address undesignated trail construction and use at
Sierra Azul and El Corte de Madera Creek Open Space Preserves.
h. Assist the Land Protection Specialist with identification and mitigation of
encroachments to District preserves.
i. Work with Santa Clara County Fire and other fire agencies to host a controlled bum
on District lands, as part of the Joint Fire Academy and/or routine fire agency
training, to provide training opportunities for District staff and other local fire
agencies.
j. Work with the Legal Services to clarify the issue of the extent of District Peace
Officers'jurisdiction.
2. Land and Facilities Management
a. Work with the Real Property and Planning Departments to secure newly purchased
properties and to incorporate them into the regular patrol and maintenance schedules.
b. Maintain lands in an environmentally sensitive manner, utilizing resource
management practices.
c. Maintain buildings, vehicles, and equipment to maximize utility and longevity.
d. Provide supervision and assistance to volunteer projects.
e. Assist in the repair and maintenance of structures that are a part of the District
employee residency program.
f. Participate with the Planning Department in the development of Master Plans and Use
and Management Plan recommendations.
g. Assist the Planning Department in the development of a Site Plan for the Skyline
Field Office to address growth needs.
3. Management and Administration
a. Continue to provide public safety training for sworn and non-sworn staff to promote staff
safety when they encounter illicit activities on District lands.
b. Continue the liaison efforts with local police, fire, municipal court, and other public
jurisdictions. Continue to work with other agencies to develop Memoranda of
Understanding, where appropriate and feasible.
Page 19 of 43
c. Continue to work with a database consultant to improve the reporting abilities of the
current citations and incidents database to streamline the monthly and yearly reporting
systems and to update the current incident report forms to allow completion of the forms
on the computer, and lay the foundation for having the information seamlessly integrate
into the existing database structure.
d. Work with the database consultant to develop a structure to record status of citations
submitted to the Courts, and to track the status of citations which require amendments.
Integrate this with the current Citations and Warnings database.
e. Use established purchasing practices to purchase vehicles and equipment for the best
price.
f. Coordinate occupational health and safety program for field operations.
g. Continue to utilize Influencing Skills and to integrate workplace enhancement methods
into the daily activities of the Operations Department.
h. Coordinate with Planning Department to provide training for various Operations
Department's positions in the use of GIS and/or GPS software and technology to provide
better information gathering and presentation skills.
i. Provide assistance and support to the Public Affairs Department as a participant in the
District's Web Team. Post appropriate department-related materials to the web in
compliance with the Webmaster protocols.
j. Continue to provide assistance and support to the Public Affairs Department to complete
the integrated database project, as appropriate for Operations.
k. Continue to work with a medical doctor to annually review District medical protocols and
response levels to ensure that District protocols meet the standards for the three counties
in which District staff work and that the service provided is appropriate for the public's
needs.
1. Review current manual permit issuance process and develop a plan to
automate/computerize the process to increase efficiency and to provide a system of
record keeping for the permits.
4. Miscellaneous
a. Support the goals of the Public Affairs Department by providing staff for special events
and other projects, as time permits.
b. Participate in the development of Trail Use Policies and Guidelines.
c. Work with the Planning Department on a joint committee to develop Maintenance
Standard Guidelines.
Page 20 of 43
d. Continue to ensure clear and open communications with the Real Property Department
through designated staff.
e. Work with the Public Affairs Department to host a tour of District lands for East Bay
Regional Park District Board members and staff and any other planned VIP events.
f. Continue to promote positive relations and effective workplace communications within
the department and throughout the District.
g. Complete the final realignment of the trail connection between Palo Alto Foothills Park
and District Preserves.
Page 21 of 43
2007-2008
Resource Management Program
Objective
Inventory and analyze the state of District natural resources, including the natural resources of
specific preserves to identify needs and priorities. Address immediate and critical resource
management issues utilizing District staff, volunteers, contractors and consultants to maximize
the District's responsiveness. Develop procedures and implement the Resource Management
Strategic Plan to address the resource management needs of District land. Maintain regular
contact and work with other agencies, local authorities, researchers and specialists in the field to
restore or manage the District's natural resources.
Key Projects
1. Resource Management Strategic Plan — Work with the Planning Department to Implement
Fifth Year of the Resource Management Strategic Plan:
a. Continue next phase of eucalyptus, acacia and broom removal at Mills Creek; and
continue implementation of the Pulgas Ridge Open Space Preserve Habitat
Restoration Plan by removing additional area of eucalyptus, and controlling broom
and other invasive plants. Prior to removal of any large eucalyptus trees at Pulgas
Ridge, the site restoration plan will be reviewed with the Board in a public meeting.
Interested parties will be given notice of this public meeting.
b. Obtain County grading permit to implement the next phase of restoration of
Christmas tree farm at Skyline Ridge Preserve. Phase in work areas if permits
approved in time for construction season.
C. Identify steps to implement recommendations of the amphibian study including repair
of pond berms.
d. Identif species on new properties in coordination with Planning Department.
y p p p
e. Collect detailed information on redwood forest ecology in coordination with Bear
Creek Redwood and La Honda master plans. Monitor forest recovery at Bear Creek
Redwoods.
f. Renew the Resource Management 5-Year Strategic Plan with Planning Department.
2. Sudden Oak Death
i
In accordance with the Board's direction survey for potentially resistant trees, identify and
treat heritage trees with approved fungicide. Continue to identify and fund Sudden Oak
Death research relevant to land management issues.
Continue monitoring Sudden Oak Death, map confirmed and suspected locations,
implement precautionary actions, and educate District visitors about Sudden Oak Death.
Participate in scientific symposiums and research.
Page 22 of 43
3. Slender False Brome
In accordance with the Board's direction complete the following tasks:
a. With the assistance of an integrated pest control consultant, investigate other methods for
control; treat brome several times per year, and develop and implement monitoring
program.
b. Work with the Legal, Public Affairs, and Real Property Departments to develop a public
outreach campaign, secure rights-of-entry, and treat brome on neighboring properties.
c. Pursue grant funding to assist adjacent landowners and agencies in mapping and
controlling slender false brome on their lands.
d. Map and remove all resprouts of slender false brome at Thornewood, La Honda and El
Corte de Madera Open Space Preserves.
4. Grazing Plan
Work with the Planning and Real Property Departments to implement and monitor a grazing
plan at the Alpine Road area of the Skyline Ridge Open Space Preserve, the Driscoll Ranch
portion of La Honda Open Space Preserve, and the Tunitas property.
Other Projects and Activities
1) Resource inventory— Inventory and record observed flora, fauna, natural and geologic
features, and biotic communities, and contribute information to the natural diversity database.
Focus on mapping of rare plant populations and developing GIS maps, bat surveys at
Driscoll property and marbled murrelet habitat in Skyline region. Coordinate mapping and
GIS database development with Planning Department staff.
2) Invasive Plant Tracking and Monitoring System — Work with the Planning Department to
continue updating invasive plant information, and utilize this information to prioritize
resource management efforts. Provide detailed maps for field offices; support field staff in
developing GIS/GPS equipment and skill to monitor rare and invasive plant populations.
Develop methods for tracking time and area estimates of work efforts.
3) Grassland Management
a) Control resprouts of Harding grass on north end of Russian Ridge Open Space Preserve.
b) Continue different methods of yellow star thistle control and restoration of native grasses
in front meadow at Rancho San Antonio Open Space Preserve. Implement experimental
seeding of native grasses in yellow starthistle areas.
4) Assist the Planning Department in the development of agriculture, forestry, invasive species,
wildland fuel, ecological succession, and wildlife corridors policies as part of the resource
management policy review.
Page 23 of 43
5) Wild Pig Population Control Program—Continue trapping program in the South Skyline area
and Foothills area. Coordinate with local agencies as necessary.
6) Wildlife Surveys—Conduct annual surveys of bluebird nesting and fall deer herd and share
information with regional groups. Track special wildlife sightings, especially mountain
lions, and share information with surrounding land agencies. With Planning Department and
consultant, implement second phase of marbled murrelet habitat surveys in the Skyline area.
7) Continue to participate in regional resource groups such as the Santa Cruz Mountains
Bioregional Council, California Invasive Plant Council, Weed Management Areas in San
Mateo and Santa Clara Counties, California Oak Mortality Task Force, and native plant and
wildlife organizations.
8) Work with and encourage local research institutions, such as Stanford University, San
Francisco State University, San Jose State University and other universities to conduct
scientific studies that would be beneficial to the District.
9) Work with Public Affairs to develop and evaluate a new program to allow trained volunteers
to participate independently on defined resource management projects without site
supervision by District staff.
10)Alpine Pond—develop long-term plan for managing pond vegetation and sediment.
Page 24 of 43
Public Affairs Department
Proarams
A. Public Information and Outreach
B. Legislative, Funding and Organizational Relations
C. Community Programs
To Implement the
BASIC POLICY OBJECTIVE:
The District educates and makes clearly visible to the public the purposes and actions of the
District, and actively encourages public input and involvement in the District's decision-making
process and other activities.
General Department Emphasis for 2007-2008
Maximize the general public's awareness and understanding of, and involvement with the
to
District, its goals, and its activities, employing variety y g a y of means and methods to reach all
communities served and other target audiences. Implement the top priorities of the District's
legislative plan and protect the District's funding structure. Continue to offer a variety of
community programs which enhance visitors' experiences, provide opportunities to educate, and
involve people in the preservation, restoration and enjoyment of open space. Provide District
materials and information to community members and public officials, to ensure full knowledge
and understanding of the District, its programs and activities.
Staff Resources
(Regular, full-time positions, unless otherwise indicated)
Public Affairs Manager
Community Affairs Supervisor
Public Affairs Specialist
Volunteer Programs Coordinator
Docent Programs Coordinator
Web Content Developer/Writer
Administrative Assistant
Community Programs Aide
Page 25 of 43
2007-2008
Public Information and Outreach
Objective
To generate additional support among opinion leaders, key policyrnakers, and the general public
for District acquisition, preservation, restoration, and interpretive/education projects and
programs, including coastal protection, by increasing the positive perception and awareness of
the District's mission, objectives, accomplishments, programs, and effective management of
public lands and financial resources.
Key Proiects
III II
Community Outreach — Plan and implement activities and presentations to increase the
District's outreach to and involvement with community groups. Continue to participate in
outreach events with emphasis on events held near current master plan project areas; promote
awareness of preserves other than Rancho San Antonio. Listen to community concerns and
improve constituents' knowledge of the District. Host events and provide activities— such as
the Pulgas Ridge staging area and trail dedication. Proactively produce and distribute
information materials about the District. Seek out partnerships, and attend meetings with
various groups and organizations (such as the Bay Area Open Space Council), Continue to
work with the Operations and Planning Departments to increase public awareness of resource
management goals and successes, such as the program to eradicate slender false brome from
the Woodside area and the development of new resource management policies. Outreach
opportunities and District presentations at community outreach events could involve
managers, Board members, District staff, volunteers and docents. Continue to assist the
Planning Department in their master plan outreach efforts (Sierra Azul and La Honda).
Media— Enhance the District's reputation as a leader among open space districts locally and
statewide. Proactively promote regular media coverage of District activities and
accomplishments and quickly respond to media reports and inquiries. Build relationships
with reporters, conduct editorial board visits and reporter briefings; place,positive feature
stories; and work to place editorials, where appropriate, in order to focus attention on positive
work the District is conducting, especially in resource management. Design and implement a
spokesperson training for District staff and the Board.
Good Neighbor Policy —Complete the process to develop an updated Good Neighbor Policy
and produce a Good Neighbor brochure based upon the amended policies. Design and
provide public education follow-up activities after the process is complete.
Web Site Management—Continue to use the District Web site as a two-way communication
tool to reach out and communicate with the community and support the administration of the
Docent and Volunteer programs. Continue to improve usability of the site as an effective
outreach tool. Find a suitable e-mail service provider to enable communication with
constituents via e-mail and develop a plan to integrate e-mail with the District's database.
Page 26 of 43
II
Continue to work with e-Nature to refine and promote the "e-nature" wildlife guides
(customizable to District preserves), thus providing a way for the public to research
information on flora and fauna within District Preserves. Work with other departments to
ensure the web site maintenance and revisions reflect current District messaging, provide
consistency, and maintain functionality and aesthetic integrity. Work with contractor, as
needed, to update and maintain Web site pages. Lead District Web team.
5. Visitor Estimate Survey. Propose and consider implementing a phased plan to estimate the
number of visitors to District preserves. Data will support media outreach and internal
District planning. Coordinate implementation of the survey with the Operations department.
Other Proiects and Activities
1. Continue to promote the District's guidebook. Work with publisher to monitor and
track sales of the trail guidebook.
2. Continue to promote positive employee relations and effective workplace
communication within the department and throughout the District.
3. Continue to support the Planning Department in: 1) Raising public awareness of the
Watershed Protection Program and the proposed staging area and trail project at El
Corte de Madera Creek Open Space Preserve; 2) Providing media and other support,
as needed, to support District efforts to obtain a full clean-up of toxins to tidal
restoration standards at the Moffett/NASA property referred to by the Navy as "Site
25;" and 3) Providing media and community outreach activities, such as docent-led
hikes, resource management projects, and web site updates.
4. Continue to evaluate the best approach for building an image library and consider
outside assistance in creating an implementation and maintenance plan.
5. Continue to provide assistance to the Planning and Operations Departments in
educating the public regarding appropriate preserve and trail use, and interacting with
wildlife; modify and update publications to reflect any policy or rule changes, as
needed, and respond to associated public and media requests for information.
6. Work with the Planning Department to create new site maps for preserve brochures
(such as La Honda and Bear Creek Redwoods) or special activities, like geocaching,
and continue updating, producing, and distributing existing site maps, brochures, and
other collateral materials. Also work with the Planning Department to develop a
prototype template for maps featuring GIS and GPS coordinates.
7. Produce the District's quarterly newsletter, Open Space Views. Continue to update
the mailing list; continue mailing four issues per year, including annual report.
Publish the District's 2007-2008 Annual Report in the fall.
Page 27 of 43
8. Conduct special events, including the Pulgas Ridge Staging Area and trail dedication,
the East Bay Regional Park District tour and celebrations of other noteworthy events
such as the Ridge Trail Cruz and the VIP tours in San Mateo and/or Santa Clara
County for elected officials and representatives.
9. Manage the District's online merchandising store.
10. Continue to provide staff support to District Committees such as the sign committee,
policy review committee, and the "Fun" committee.
11. Work with the Planning Department to design, write, and edit content for District
signs and signboards.
12. Develop District notecards and stickers.
13. Develop District advertisements for public meetings, announcements, docent and,
volunteer recruitment, etc., as needed.
14. Demonstrate care for the environment by using recycled materials and soy-based inks
in materials distributed by the District whenever possible.
15. Continue to develop a broad District Style Guide in order to ensure consistent use of
the District's visual identity.
16. Work with Administration and other departments to complete the integration of
various District databases.
17. Celebrate the District's 35 th anniversary in November 2007 by integrating the
milestone in media outreach activities, the District's newsletter and through other
activities such as mentioning the anniversary on District stationary.
18. Engage a graphic artist to create a number of new District Logo designs for the
Board's consideration.
Page 28 of 43
2007-2008
Legislative, Funding, and Organizational Relations
Objective
To carry out the high priority elements of the District's legislative plan and to inform other
public agencies and private organizations about the District's activities and goals.
Key Projects
1. State Legislation — Work with the District's legislative advocate and with legislators and
their staff to sponsor and support the Board-approved Legislative Program. Seek
coordination and support from other special districts.
2. Seek Regional Funding— Work with the Bay Area Open Space Council to create a special,
personalized license plate and work to obtain permanent funding for the San Francisco Bay
Area Program of the State Coastal Conservancy, Generate new ideas and corresponding
legislation and seek passage.
3. Seek Local Funding— Support any efforts by the San Mateo County Parks,far the Future
initiative to increase the local sales tax by 1/8 th cent on the 2008 ballot.
4. Federal Legislation —Work with members of Congress and State and local agency leaders
to develop and implement a strategy to carry out the Board-approved legislative program
including to seek Federal legislative assistance in securing funding for the cleanup of the
former Almaden Air Force Station at Mt. Umunhum in the Sierra Azul Open Space Preserve,
which is a "Formerly Used Defense Site," or FUDS.
5. District Funding Measure. Begin initial analysis of the need for a future District funding
measure to be submitted to the voters.
Other Projects and Activities
1. Continually review and, working with legal counsel, analyze legislation, determine
recommended District positions on bills, and take appropriate action, if any, on bills.
2. Work with legislators, legislative committees, state and federal administrators, other
agencies, private organizations, and interested citizens to provide information and to lobby
regarding state legislation and specific local issues.
3. Support federal, state, or local legislation that will benefit the District.
4. Provide support and services for specific District projects requiring legislative support, such
as grant applications and regional and state awards. Obtain letters of support for grant
applications, such as Habitat Conservation Fund and Wildlife Conservation Board grants.
Page 29 of 43
5. Maintain contact, and exchange information with other organizations and agencies.
Cooperate on special projects with organizations such as the regional Bay Area Open Space
Council, and participate in special events, such as conferences and seminars, to keep District
staff and the Board informed of current issues.
6. Continue to provide staff support to the Legislative, Funding, and Public Affairs Committee,
and work as needed to develop District positions on and involvement in statewide open space
issues.
7. Provide a District presence in key legislative activities, meetings, and conferences in
Sacramento, directly and/or with the District's legislative advocate.
8. Work with the District's legislative delegation and the Sacramento-based lobbyist to
maintain and protect the District's current percentage share of the local property tax funding.
Page 30 of 43
2007-2008
Community Programs
Objective
To engage and involve a diverse range of community members and District staff in programs and
activities to further their enjoyment and understanding of open space. Support District staff in
achieving the District's objectives by providing high quality, ecologically sensitive public
programs, involving community members as volunteers, providing outreach events and working
in partnership with other organizations as well as inspiring stewardship of open space.
Key Projects
1. Expand Community Programs—Form a task force to research ways to allow for non-
supervised resource management volunteers to work on District preserves. Continue to
monitor and assess the potential for other new or expanded volunteer and docent programs.
2. Docent and Volunteer Training— Continue to implement the new and improved Outdoor
Activity Docent training model. Recruit and train new, Trail Patrol, Outdoor Education
Leaders,Nature Center Hosts, Community Outreach Volunteers and Conservation Easement
Monitors.
3. Encourage participation and increase awareness of Outdoor Activities and other
Community Programs — Continue to evaluate publicity and media outreach on Outdoor
Activities'and continue to increase District staff s awareness and enthusiasm of Outdoor
Activities to encourage their participation as an enrichment opportunity and an opportunity
for the public to interact with staff. Organize 'Mini-Outreach Booths' featuring general
District information and preserve/project-specific information at various preserves and
during outdoor volunteer service projects.
4. Partnerships and Events—Continue to partner with the Bay Area Ridge Trail Council in
coordinating the "Cruz-A-Thon" event and outdoor service projects involving sections of the
Ridge Trail, Leverage partnership with POST to support the Daniels Nature Center.
5. Special Public Access — Implement public access to grant-funded properties, as required, by
scheduling docent-led tours (such as Miramontes Ridge), and provide additional docent-led
hikes and volunteer projects to support master-planning efforts, as needed.
6. Geocaching—Work with geocaching groups to research and develop a system for
monitoring and reporting on cache sites as approved by the Board of Directors.
Page 31 of 43
Other Projects and Activities
Docent Program
1. Recruit, screen and train Outdoor Education Leaders and Nature Center Hosts. Continue to
provide enrichment opportunities for active docents.
2. Offer a broad range of public interpretive outdoor activities on open space preserves,
encouraging docents to conduct new engaging activities at less-utilized preserves.
3. Maintain and operate the David C. Daniels Nature Center with docent involvement. Continue
to implement the District's Spaces and Species environment i ducation program and
explore opportunities for new constituent groups to visit and use the Nature Center.
4. Arrange, publicize, reserve spaces for, and work with field staff to support the Fremont Older
[louse and Garden Tours (April 29, 2007), and quarterly Outdoor Activities.
5. Continue to provide public request activities, including soliciting and scheduling docents and
coordinating with the Operations Department, as needed, for permits.
6. Continue to engage interested docents in support of planning and resource management
projects.
7. Work with the Operations Department to implement an Alpine Pond cattail management
plan.
8. Revamp the interior natural communities display cases at the Daniels Nature Center.
9. Develop a self-evaluation instrument for the docent program.
Volunteer Program
1. Continue to provide volunteer support for resource management projects by working with
staff to schedule, conduct, and evaluate a sustainable number of resource management
volunteer projects. Identify and recruit individuals and/or groups that can become involved
with the District as new Preserve Partner volunteers. Use and monitor the success of the new
Outdoor Service Projects scheduling procedure/calendar.
2. Coordinate safe, educational, and productive volunteer service projects-throughout the year
at various open space preserves.
3. Recruit, screen, and train new Trail Patrol, Crew Leader, Community Outreach and Special
Field Project volunteers to assist staff in maintaining and protecting District preserves. Offer
enrichment opportunities for active volunteers.
4. Work with Real Property to complete volunteer/staff monitoring of all District conservation
easements and similar monitoring needs.
Page 32 of 43
5. Continue to provide public information about volunteer programs, projects, and
accomplishments by producing four issues of Volunteer News and work with graphic
designer to create a new masthead.
6. Continue to conduct individual evaluation hikes and rides for Trail Patrol members. Use pre-
evaluation surveys utilizing the District's new online survey system to increase efficiency of
the time spent on the evaluation hike or ride.
7. Continue to organize lunchtime enrichment presentations for volunteers during outdoor
service projects. Identify appropriate speakers such as Board members, and District docents.
Coordinate logistics, and schedule a number of trial presentations.
8. Volunteer Leadership/Management Training for Staff— Continue to conduct formal training
sessions for staff on working with volunteers and leading volunteer projects. Also provide
general orientation to the different volunteer programs.
9. Trail Patrol Special Assignment—Continue to refine a system where volunteers and staff
work together to form organized group patrols.
10. Coordinate with International Mountain Biking Association (IMBA) members to include
them in the District's Trail Patrol program.
11. Recruit District volunteers to help in conducting the Visitor Estimate Survey.
Community Programs Projects and Activities
I. Organize, coordinate and conduct the 2007 Volunteer Recognition Event on September
15, and assess other recognition activities for docents and volunteers that demonstrate the
District's appreciation for the efforts and contribution of volunteers and docents.
2. Sustain effective communication between Community Programs staff, field staff and
other departments involved with Community Programs.
3. Conduct "Earth Day" (April 22) and National Trail Days (June 2) events that provide
appropriate ways for the community to be involved in projects or outdoor activities that
celebrate the environment and our natural resources during the period of time associated
with these nationally recognized events.
4. Continue evaluating training programs and events by using on-line surveys.
5. Provide Community Programs updates to the Board.
6. Plan and begin developing an interpretive project/display for the Red Barn at La Honda
Creek Preserve and for a self-guided interpretive "nature discovery" trail around Alpine
Pond at Skyline Ridge Preserve.
Page 33 of 43
ADMINISTRATION DEPARTMENT
Programs
A. Administration
B. Human Resources
C. Legal Services
To Implement the
BASIC POLICY OBJECTIVE:
Efficiently and effectively administer the affairs of the District on behalf of the public so as to
maximize accomplishment of the goals and objectives of the District within existing financial,
legal and other constraints.
General Prop-ram Emphasis for 2007-2008
Continue to support the District-wide efforts for improving supervisory, leadership, and
communication skills among all staff, including opportunities for employee input, in order to
enhance employee morale and the District's work environment. Foster staff participation in
carrying out the District's short and long-term goals and objectives. Maintain the District's
viability as an open space acquisition and management agency, and support the Coastal
Protection Program implementation.
Staff Resources
(Regular, full-time positions unless otherwise indicated)
General Manager
Assistant General Manager
General Counsel
Controller (25% time)
Assistant General Counsel
Management Analyst— Human Resources
Management Analyst—Administration
Senior Administrative Assistant
Senior Accounting Specialist
Human Resources Technician
Receptionist
Network Specialist
Accounting Clerk
Page 34 of 43
2006-2007
Administration Propram
Objective
To provide overall coordination, direction and administrative foundation for all District activities
so as to maximize the accomplishment of the Board's policies and directives, to implement the
Action Plan, and to maintain the District's viability as an open space land purchase and
management agency.
Key Projects
I. District Funding—Continue to provide multi-year information scenarios on District's long-
term finances, including bonded indebtedness and cash flow. Continue to monitor the
availability of grant funds for major land purchase and development projects. Continue to
pursue alternate sources of additional funding for land purchases throughout the District,
including the newly annexed Coastside Protection Area and open space management needs.
Research the need for and financial impacts of additional borrowing for land purchases.
2. Resource Management —Provide analysis and recommendations on budgeting and
organizational structure and staffing for increased resource management efforts.
3. Records Management— Implement Records Management Program to increase efficiency in
file retrieval and reduce hard copy storage.
4. Land Management Cost Analysis Database— Work with consultant and the Operations
Department to implement the database recommendations from the study and restructure, as
needed, the District's budget format.
5. Succession Planning—Provide all necessary mentoring, training and support to ensure
seamless transitions as District managers and supervisors retire.
6. Connect the field offices with the Administrative Office through a VPN system to allow
field offices access to files, forms and databases.
7. Secure actuarial analysis, as required by GASB45, for the District's Retiree Medical
Benefit plans and make recommendations for method of funding for such benefits.
Other Projects and Activities
1. State Budget—Continue to monitor state budget activities, post Proposition IA.
2. Coastal Protection Program- Provide administrative support in reporting land purchases to La
Honda Pescadero Unified School District, calculating the service fees due to the School
District and San Mateo County Fire and tracking the long term financial impacts of
Page 35 of 43
additional land purchases on the coast.
3. Ombudsperson— Facilitate communication and staff assistance as needed to
support the Ombudsperson program and renew the existing contract or recruit for a new
Ombudsperson as necessary.
4. District-wide Database Program — Fund and oversee the completion of the integrated
database program.
5. Administrative Office Expansion— Work with the Planning Department on office space
expansion plans.
6. Web Site— Participate as an active member of the web team and regularly post Board
meetings and minutes.
7. Continue to foster a management team approach for overall management of the District's
activities.
8. Provide financial management and accounting services, including investment of temporarily
idle funds and compliance with new Government Accounting Standards. Assure compliance
with Purchasing Policies through review of all purchases and ongoing education of staff.
Prepare materials for annual audit.
9. Perform administrative and legal obligations as required by State law.
10. Oversee coordination of equipment/infrastructure needs at the main office.
11. Action Plan development and coordination of the program evaluation process.
12. Prepare, monitor, and revise annual budget, as necessary, Coordinate Administration and
Budget Committee meetings.
13. Coordinate preparation and distribution of all materials for the Board's regular and special
meetings.
14. Involve Board of Directors in the planning of annual special Board meeting(s) to be held as
part of Board's good Neighbor Policy; including coastal meetings.
15. Provide training, policy development and other proactive risk prevention processes as
recommended by the Calif. Joint Powers Insurance Authority.
16. Continue upgrades of the District's network computer system as needed to increase
efficiency and reliability; provide day-to-day technical support to both field offices; and
continue to assess system, develop resources and manage technological change and
improvements. Provide ongoing computer training to staff at all three offices.
17. Work with other departments to implement and fully utilize database elements that contain
Page 36 of 43
information that is shared by multiple departments per consultant recommendations.
18. Maintain Board and staff policy and procedure manuals.
19. Continue to use recycled products, whenever feasible, in accordance with the purchasing
policy.
20. Continue uploads of all Administrative Department documents, such as Board Meetings,
Agendas, Minutes and Reports to the web site.
21. Update the procedure manual for all administrative processes related to the District Clerk
responsibilities.
22. Coordinate and perform all activities required for operational and maintenance of the
Guadalupe Land Co.
23. Plan and coordinate the District's annual State-of-the-District event.
24. Provide event support to Public Affairs for District sponsored events including the V.I.P.
tours and the East Bay Regional Parks Board member tour.
Page 37 of 43
Human Resources Program
Objective
To provide coordination and direction for human resources activities so as to enhance the overall
quality and effectiveness of the District's work environment for all employees of the District.
Key Proiects
1. Employee Relations/Organizational Communications Program—Continue to
coordinate, monitor, and support positive employee relations and effective organizational
communication. The program consists of methods for improving communication among
all employees and management staff; employee input opportunities; enhancing
management, supervisory, leadership, and communication skills; and maintaining a
greater emphasis on people management versus task management.
2. Performance Standards —Assist all departments with timely and equitable evaluations.
Complete meetings with staff and implement new performance evaluation forms,
including training of all supervisors.
3. Conduct Labor Management Meetings
4. Discuss an update of the District's Employer/Employee Relationship Resolution
Other Proiects and Activities
1. Plan and conduct recruitment processes for all position vacancies in order to fill vacant
positions as soon as possible. Ensure consistency in hiring procedures. Provide a
comprehensive new employee orientation for all new employees.
2. Administer compensation and benefit programs for all employees.
3. Provide human resources support and employee or labor relations services to all departments.
Maintain positive and productive working relationships with represented and non-represented
employees.
4. Assess training needs, identify training resources and schedule in-house training programs as
needed to develop and improve leadership, management, supervisory, communications skills
and risk management skills.
5. Coordinate, plan, and organize the annual staff recognition event on behalf of the Board.
Oversee the staff activities ("Fun") committee. Coordinate and plan other staff events as
needed.
Page 38 of 43
6. Promote and oversee the District's safety program including attendance at all Safety
Committee meetings and facilitating periodic Safety Fairs.
7. Continue expanded utilization of the new HRIS database system with applicable payroll
functions to eliminate duplicate processes.
8. Conduct Meet and Confer(s) with represented employees, as necessary, on Personnel Rules
and various Administrative Policies.
9. Write or revise Administrative Policies and Procedures as needed, including employee input
as part of the process.
10. Continue to provide leadership in the Toastmaster's employee development program.
11. Job Analysis- Complete remaining job analysis for field office positions for fitness for duty
and workers compensation procedures
Page 39 of 43
2007-2008
Legal Services Program
I
Objective
To provide timely legal services to the Board and to all District Departments; to advise and assist
the Board and staff in developing and implementing District policies, regulations and ordinances,
and in accomplishing District projects in accordance with law.
Key Proiects
1. REAL PROPERTY—Provide legal advice concerning District real property matters,
real property purchases, disposition, management, title and encroachment issues,
including
p P y p � p g
easement issues, leases, licenses, and permits to enter District land. Anticipated major
projects include:
• Litigation — Continue and complete litigation to resolve property rights issues at at
Coal Creek Open Space Preserve, Fogarty v. MROSD; and at Sierra Azul Open
Space Preserve, MROSD v. Lysons.
• Encroachment and Property Rights Claims—Assist Real Property Department in
resolving encroachments including Long Ridge and Sierra Azul Open Space
Preserves; assist in resolution of access easement claims including Coal Creek, Monte
Bello, and Sierra Azul Open Space Preserves; assist in preparation of new lease or
request for proposals for Picchetti Winery. Continue working with the Real Property,
Planning, and Operations Departments identifying and resolving property rights
issues on District land; assist in resolving trail and land stability issues at
Thornewood Open Space Preserve.
• Land Purchase—Assist Real Property Department in connection with District
ongoing operation and management of Guadalupe Land Co. property as a corporate
asset and investigate options for grant of conservation easement to an appropriate
land trust or government agency (Sierra Azul Open Space Preserve); assist in
transactional documents to accomplish easement exchanges (Monte Bello and
Fremont Older Open Space Preserves).
■ Work with Real Property to assess legal options for District operations within
lands subject to Williamson Act contracts; assist in developing policy
recommendations for such lands.
■ Work with Real Property on drafting grazing and agricultural leases (La Honda
Creek and Skyline Ridge Open Space Preserves).
Page 40 of 43
2. PROJECT STREAMLINING
0 Development of streamlined District public works and professional consultant
contract forms and procedures.
• Continue to revise existing contract templates to better suit Departmental needs
and improve ease of use including short form contracts for routine public works
projects.
• Determine how to achieve efficiencies in the contracting process by measures
such as delegation of administrative functions to staff and accomplishing more
routine projects by simpler bidding procedures where appropriate.
• Provide inter-departmental training on adopted contracting procedures and forms.
0 Development of streamlined CEQA review processes for routine ongoing projects
(e.g., routine structure maintenance, routine preserve maintenance and drainage
projects); work with Planning and Real Property to explore other approaches to
streamline the environmental review process.
0 Development of standardized permit to enter District lands for minor projects
requested by government agencies, academic institutions, or other appropriate
entities.
0 Continue working with Real Property and Planning Departments to pursue global
solutions to streamline the acquisition, planning and permitting processes, includin
ni g
a Memorandum of Agreement with Santa Clara County to identify acquisitions that
are exempt from the requirements of the Subdivision Map Act, and Memorandum of
Agreement with San Mateo and Santa Clara Counties clarifying the consistency of
acquisitions with County planning requirements.
3. UPDATING OF BOARD POLICIES
• Update Use and Management Planning Process and Public Notification Policy to
reflect appropriate and current practices.
• Work with Legislative, Finance and Public Affairs Committee ("LFPAC") to develop
Rules of Procedure on Board Compensation, and Expense Reimbursement, in
response to Assembly Bill 1234; return to Board with recommended policy for
consideration.
• Work with LFPAC to develop an appropriate Rule of Procedure on Board
Reconsideration of Agenda Items; return to Board with recommended policy for
consideration.
Page 41 of 43
4. RISK MANAGEMENT—Provide advice and monitor current claims and litigation against
the District; represent the District's interests in insurance and CAJPIA coverage matters;
provide oversight of matters handled by outside counsel; investigate and maximize insurance
coverage for claims filed against the District; obtain appropriate pollution liability insurance
coverage for property purchases where applicable.
5. HUMAN RESOURCES—Assist in carrying out labor relations functions; provide legal
advice on personnel matters. Anticipated major projects: Continue to advise on update of
District's Personnel Policies and Procedures Manual.
6. COASTAL PROTECTION PROGRAM—Anticipated major projects: Continue to
provide advice concerning legal requirements applicable to implementing the Coastal
Protection Program and LAFCo's Conditions of Approval; draft and review necessary
Program documents, including policies required by Service Plan; assist in appellate litigation
challenging LAFCo's approval of the Program, Citizens for Responsible Open Space v.
MROSD.
7. OPERATIONS— Continue to assist in the development of Cooperation Agreements for
provision of law enforcement and emergency services with sister agencies; work with
Operations in resolving jurisdiction issues to assist in developing such agreements. Work
with Operations to clarify the issue of peace officer jurisdiction outside of District lands.
Determine appropriate policy recommendations in light of Attorney General Opinion request
submitted by Assemblyman Ruskin; Provide legal support to Resource Management
Program, including obtaining permits to enter adjacent private lands to conduct necessary
resource management projects.
8. PLANNING —Advise on the Navy remediation project at Site 25 (Stevens Creek Nature
Study Area); provide advice concerning resolution of mercury TMDL and remediation issues
at the Rancho de Guadalupe property (Sierra Azul Open Space Preserve), Driscoll Ranch
(La Honda Open Space Preserve); assist in development of staging area alternatives at
Fremont Older Open Space Preserve; assist in resolution of trail remediation and
development projects at Thornewood Open Space Preserve.
OTHER PROJECTS AND ACTIVITIES
1. Provide legal research concerning historic parcels and chains of title to assist in resolving
real property issues and in support of Planning and Real Property projects.
2. Provide advice concerning legal requirements applicable to the District such as the
Brown Act, conflict of interest laws, election law, and the California Environmental
Quality Act.
3. Assist Departments in bidding processes and contract administration for public works
and professional services contracts.
4. Prepare and review District legal documents such as contracts, easements, leases,
permits, regulations and ordinances.
Page 42 of 43
i
5. Represent the District's legal interests in matters involving other government agencies.
6. Advise the District on court rulings and legislation affecting the District and assist in
drafting and pursuing legislation proposed by the District.
Page 43 of 43